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

Learn More →

Participative organizational change and adaptation: insights from a qualitative case study of successful change

Participative organizational change and adaptation: insights from a qualitative case study of... Purpose – The purpose of this article is to discuss the participative and inclusive approach to organizational change and provide empirical insights from a successful case. Design/methodology/approach – The article builds upon a qualitative case study on organizational change. The author conducted 12 interviews with past directors and managers that took active part in Valio’s strategic change. Findings – The findings indicate how inclusiveness can be implemented in the three central areas of strategic change management: communicating, debating and implementing change. Inclusiveness can strengthen the legitimacy of the change process and allow for solutions to emerge from within the organization. The former becomes especially important in cases where strategic change involves difficult decisions like downsizing and layoffs, while the latter can give rise to original approaches that can be particularly suited to the organization and are thus easier to implement and be accepted. Originality/value – The article presents empirical insights from a case study to propose inclusiveness as a central element in organizational change. Such insights can help managers and organization leaders seeking to initiate strategic change. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Development and Learning in Organizations Emerald Publishing

Participative organizational change and adaptation: insights from a qualitative case study of successful change

Loading next page...
 
/lp/emerald-publishing/participative-organizational-change-and-adaptation-insights-from-a-YAWeas0bo6

References (5)

Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
1477-7282
DOI
10.1108/DLO-03-2014-0015
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this article is to discuss the participative and inclusive approach to organizational change and provide empirical insights from a successful case. Design/methodology/approach – The article builds upon a qualitative case study on organizational change. The author conducted 12 interviews with past directors and managers that took active part in Valio’s strategic change. Findings – The findings indicate how inclusiveness can be implemented in the three central areas of strategic change management: communicating, debating and implementing change. Inclusiveness can strengthen the legitimacy of the change process and allow for solutions to emerge from within the organization. The former becomes especially important in cases where strategic change involves difficult decisions like downsizing and layoffs, while the latter can give rise to original approaches that can be particularly suited to the organization and are thus easier to implement and be accepted. Originality/value – The article presents empirical insights from a case study to propose inclusiveness as a central element in organizational change. Such insights can help managers and organization leaders seeking to initiate strategic change.

Journal

Development and Learning in OrganizationsEmerald Publishing

Published: Feb 2, 2015

There are no references for this article.