Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

A design‐oriented approach to organizational change: insights from a military case study

A design‐oriented approach to organizational change: insights from a military case study 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. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Organizational Change Management Emerald Publishing

A design‐oriented approach to organizational change: insights from a military case study

Journal of Organizational Change Management , Volume 24 (5): 14 – Aug 30, 2011

Loading next page...
 
/lp/emerald-publishing/a-design-oriented-approach-to-organizational-change-insights-from-a-FJlm5E44Hh

References (36)

Publisher
Emerald Publishing
Copyright
Copyright © 2011 Emerald Group Publishing Limited. All rights reserved.
ISSN
0953-4814
DOI
10.1108/09534811111158895
Publisher site
See Article on Publisher Site

Abstract

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.

Journal

Journal of Organizational Change ManagementEmerald Publishing

Published: Aug 30, 2011

Keywords: Organizational change management; Organizational design; Decomposition; Architecture; Interfaces; Military; NATO

There are no references for this article.