Relational perspectives on the construction of meaning A network model of change interpretationOlivia Kyriakidou
2011 Journal of Organizational Change Management
doi: 10.1108/09534811111158868
Purpose – The purpose of this paper is to defend a social constructionist approach to conceptualizing and managing organizational change. This approach requires that one pays more attention to the relational qualities of ongoing interaction processes among the parties involved, and that the individual and the organization are conceptualized as inextricably linked rather than separate entities to be related. Specifically, the authors take the relationship as constructed by employees as the focus of analysis, illustrating that by focusing on the relational quality of the interface between individuals and organizations, new possibilities for dialogue among parties can be created and new ways of intervening can be contemplated. Design/methodology/approach – To illustrate this argument, a detailed case study of a planned change scenario is described, looking in particular at the way employees construct the change as a basis for identifying the core elements of meaning construction in this instance. Findings – The findings reveal that contrary to management assumptions, employees interpret change as either attractive or non‐engaging rather than as either a threat or an opportunity. The findings highlight the importance of actively managing the attractiveness of the new organization (its corporate identity and image) as an integral part of the change effort rather than focusing solely on strategic issues. Originality/value – This paper tries to develop a better understanding of “relational perspectives on the construction of meaning” as they relate to organizational change, especially the kind of broad‐ranging, transformational change. Understanding change events of this type from the perspective of those involved is an important task for organizational scholars. Moreover, it tries to integrate a number of distinct but potential complementary theoretical perspectives, including the social construction of reality, negotiation and argumentation, the negotiated order perspective, sensemaking, personal construct psychology, thematic networks, and identity. Finally, it attempts to ground its inquiry in the words and constructs of those involved in the change process, rather than trying to impose pre‐existing organizational theories on the observed events.
Patterns of stories of organisational changeStefanie C. Reissner
2011 Journal of Organizational Change Management
doi: 10.1108/09534811111158877
Purpose – The purpose of this paper is to investigate three patterns of stories employed by organisational actors to make sense of organisational change: stories of “the good old days”; stories of deception, taboo and silence; and stories of influence. Each pattern reflects one way in which organisational actors make sense of change and in which they use their stories for different purposes. This argument is illustrated by short evocative stories from the original data. Design/methodology/approach – This paper derives from qualitative and inductive cross‐national research into organisational change and learning. Three manufacturing firms, one each from the UK, South Africa and Russia, were studied to investigate sensemaking under conditions of change. Data were collected through narrative interviews and interpreted using an inductive approach borrowing elements from grounded theory and analytic induction. Findings – Personal accounts of experiences with organisational change (change stories) have a dual purpose. On the one hand, they are powerful sensemaking devices with which organisational actors make organisational change meaningful. On the other hand, they contest official change stories, reflecting the complex dynamics of organisational change in patterns of stories. The conclusion is that the experiences and agendas of different organisational actors shape the interests and actions of people in organisations, with decisive implications for patterns of organisational change. Research limitations/implications – Organisational change as a multi‐story process needs to be investigated through further qualitative and contextual research to provide richer insights into the dynamics of storytelling and sensemaking under conditions of organisational change. Originality/value – Cross‐national study that builds on case and cross‐case analysis of autobiographical stories of experiences with organisational change.
The role of the HR department in organisational change in a British universityCharlotte Edgley‐Pyshorn; Jeroen Huisman
2011 Journal of Organizational Change Management
doi: 10.1108/09534811111158886
Purpose – The purpose of this paper is to analyse the role of human resources (HR) in organisational change at higher education institutions (HEIs) and the perceptions of those within the organisation towards the HR department and their capability in leading a change initiative. Design/methodology/approach – The objectives were achieved through a case study in which an HR department at a British university was undergoing a cultural change initiative, implemented by the HR department. Primary research was collected by analysing documents underlying the change project. Also 12 semi‐structured interviews of 30‐40 minutes were carried out; interviewees were chosen based on the need to have a cross‐section including members of the change team and the pilot departments. Findings – The HR departments at HEI may be faced with difficulties when attempting to implement change due to the relatively “new” nature of the function, meaning that they must first justify their position, worth and capability before attempting to gain the buy‐in of academic departments to implement a culture change in their departments. Research limitations/implications – More research could be carried out into a cross‐section of British universities with HR‐led change initiatives to broaden the data collection. Limitations in this research include the relatively small number of interviewees. A greater cross‐section of interviewees would have been beneficial. Originality/value – The originality of this paper is in the relatively un‐discussed nature of the role of the HR department in change initiatives at HEI and how this could be improved, therefore this could be beneficial for HR departments in this sector.
A design‐oriented approach to organizational change: insights from a military case studyPierre Barbaroux
2011 Journal of Organizational Change Management
doi: 10.1108/09534811111158895
Purpose – The purpose of this paper is to investigate the principles supporting organizational change management. Design/methodology/approach – The paper develops a qualitative study from a single case which focuses on how the military (NATO) transformed their functionally integrated organizational form to gain additional flexibility and responsiveness. Findings – The findings indicate that the transformation of military organizations has led to reshaping and aligning communication artifacts and organizational structures. In addition, it also entailed significant adaptations of the way knowledge is divided, allocated and coordinated among units, with a particular emphasis on standardization processes. Research limitations/implications – The implications of this study for scholars and practitioners are twofold. First, it shows that the conditions for success in organizational transformation reside in the consistency of the design strategy adopted by the organization. In particular, the findings provide evidence that the alignment of the structural and cognitive designs is critical but hard to achieve. Second, organizations and managers should devote time and effort to support the codification and standardization of both component and architectural knowledge. This contribution is limited by looking at a single case. On the premise that model generalization depends upon extensive empirical data, the current paper should be considered as a preliminary/exploratory research that aims at identifying the principles supporting organizational change management. Originality/value – The originality of this paper is to look at military organizations to elaborate on a theoretical model of organization design which links together the structural and cognitive views and discuss its main implications for organizational change management.
The concept of organizational change capacityRichard Soparnot
2011 Journal of Organizational Change Management
doi: 10.1108/09534811111158903
Purpose – Change implementation presents a major challenge to managers. However, theoretical and empirical works waiver between the change management action and the management of the change/initial conditions. These opposing views reflect the theoretical instability, which characterizes work on organizational change. Faced with this theoretical mosaic, the question of knowing what the change capacity is, is fundamental. The purpose of this paper is to propose a framework for change capacity and to identify its dimensions and components. Design/methodology/approach – To deal with this stake, the author conducted a single case study and observed an organization that had acquired the status of a company with change capacity. The Renault SA group makes for an interesting case. Renault, a 100‐year‐old company, is considered to be capable of undergoing change, of following its environment and even of shaping its own environment. Findings – The study leads to the identification of three dimensions of the change capacity. These are the context, process and learning dimensions. The context dimension consists of resources that facilitate the change process. The process dimension incorporates principles of implementing change. Finally, the learning dimension tackles the introspective capacity of the organization. Originality/value – If the literature on change capacity focuses more on the outcome of the capability than on the capability itself, the study has enabled the proposing of a framework for change capacity and to identify its dimensions and components. This framework is interesting in two respects. First, it shows that change capacity is as much linked to its management as it is dependent on the initial conditions. Second, it provides direction towards a strategic management of change.
Consultant‐client relationship: one of the secrets to effective organizational change?Hila Chalutz Ben‐Gal; Shay S. Tzafrir
2011 Journal of Organizational Change Management
doi: 10.1108/09534811111158912
Purpose – The purpose of this paper is to examine the link between interpersonal and organizational factors in consultant‐client relationships and their contribution to the effectiveness of an organizational change process. Design/methodology/approach – The authors designed two studies in order to gain insightful information, both qualitative and quantitative in nature. Study 1 is composed of semi‐structured one‐on‐one interviews conducted with pairs of clients and consultants. Study 2 is designed as a quantitative study and is a direct expansion of study 1. The sample, conducted between the years 2002 and 2007, is composed of departments within organizations that underwent an organizational change process, in which external consultants took part. Findings – The authors found that a high level of commitment to change has a positive effect on the successful implementation of organizational change as a whole. Also, high levels of dyadic trust in the consultant‐client relationship result in higher levels of consultant commitment to the change process. Finally, consultant commitment to change partially mediates the relationship between trust and successful implementation of organizational change. Originality/value – The paper explores the link between individual and organizational levels in pursuing organizational change processes and attempts to clarify this link.
Diversity and diversity policy: diving into fundamental differencesAnne R. van Ewijk
2011 Journal of Organizational Change Management
doi: 10.1108/09534811111158921
Purpose – The purpose of this paper is to offer scholars an analytical framework to identify what the fundamental choices are in the definition of diversity (the what), in the motivation for diversity within organisations (the why), and in diversity policy as an organisational strategy (the how). It also hopes to stimulate diversity professionals to reflect upon the underlying assumptions of their policies and, if needed, provide inspiration as to how to align them towards a more coherent approach. Design/methodology/approach – Academic contributions from political, social and management theory on diversity and diversity policy are analyzed on their conceptual coherence to identify important research gaps and construct an analytical framework that can serve to fill these gaps. Findings – Although increasing societal diversity challenges many organisations to change and facilitate diversity within their structures, defining diversity and diversity policy is an uncommon habit both in the professional practice and in academic studies, while this definition influences the scope and validity of research results and can have a considerable impact on the practical consequences of diversity initiatives. The few studies in this field tend to be quantitative and jump to explanations for differences. The proposed analytical framework contains fundamental choices in the definition of diversity (the selection, interpretation, and categorization of modes of differentiation), the motivation for diversity within organisations (the desired base of difference is individual or collective, and arguments are moral or practical), and the diversity policy approach (the intensity is high or low, and the relevance of collective difference is high or low). Originality/value – A theoretical exploration of the concept of diversity and diversity policy draws on sources from three distinct disciplines that have not been combined in such a way before, resulting in a new analytical framework that facilitates theory building and policy learning on the topic.
Deviation and escalation: decision‐making pitfalls illustratedYishuo Hung; Heh Jason Huang; Mark Gosling
2011 Journal of Organizational Change Management
doi: 10.1108/09534811111158930
Purpose – It seems that the only constant of this rapid‐changing world is the “change” itself – whether it is from the organization itself or from its outer environment. From multinational corporation managers to local franchise investors, abilities to cope with changes are definitely essential. The purpose of this paper is to provide no magic but a framework that helps decision makers watch their steps while making strategic plans. Design/methodology/approach – Working from the perspective of the resource‐based view (RBV) for sustained competitive advantage, the paper looks into the decision‐making process by considering constraints and illusions. The journey of deviation from the ideal goal starts when the decision maker is attracted by a maze of illusions. The paper illustrates the phenomena of escalation of commitment in static and in deterioration‐in‐motion. Findings – For the recovery from an errant path, awareness is of the essence and a constant awareness of the organization's chances and pitfalls would be the only way to regain competitive advantage. Originality/value – By bringing together the concept of the RBV of competitive advantages and the phenomena of escalation of commitment, the paper provides a concise framework and illustration that is easy to be reminded of for organization decision makers who are constantly facing challenges in this ever‐changing world.