The inevitability of change in human affairs is undisputable. However, change in the business world is evidently a perpetual and unpredictable process that organizations need to respond promptly to if they are to survive and remain competitive. Also, the dynamic nature of the business world requires a change strategy that is eternal in order to minimize the operational inefficiencies inherent in organizations that use superficial change strategies. Similarly, the transformation of an organization’s structure cannot be done every time the organization is in need of change. Therefore, a change strategy that incorporates employees into the ownership of an organization in need of change provides a sustainable approach. Consequently, this article critically examines the concept of employee ownership and identify, and any nexus it shares with organisational development. A qualitative approach was adapted for the study. Related and relevant studies in this area were assessed to ascertain the possible nexus between the variables. It was found that employee ownership strategies fosters employee organizational identification, which ultimately increases the chance of employees responding positively to organizational development and change efforts. To this end, it was employee ownership plans that are created to rescue an impaired organization are more likely to be linked to organizational development and change, because participants identify more with the organization and become more willing to change their standards of behaviour in favour of organizational development interventions. As such it was suggested that managers of organizations should adopt employee ownership strategies such as ESOPs to facilitate the employees to realize the need for change endow them with identification and internalization commitment that make them embrace change.