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

Learn More →

Stepping into the emptiness Scaffolding in organizational transition

Stepping into the emptiness Scaffolding in organizational transition Purpose – The purpose of this study is to analyze the personal challenges of a change agent, namely, a catalyst, attempting to promote organizational change in a hybrid and complex educational organization. The study mirrors subjective experiences with classic bureaucracy research and the theory of collaborative community. It analyzes the lack of work developmental scaffolds in the transition from a bureaucracy to a collaborative community. Design/methodology/approach – The study uses autoethnographic methods. Findings – A hybrid and complex context does not offer firm scaffolds for a change agent. Classic bureaucracy research and the theory of collaborative community have difficulties to explain the personal challenges of the change agent. Research limitations/implications – Research on weak or missing organizational scaffolding and transitional challenges should be studied using a multidisciplinary approach. The concepts of the zone of proximal development and scaffolding in a complex context should be revised. Practical implications – Hybrid and complex organizations should develop new ways to scaffold and manage their work development. Originality/value – This paper shows and analyzes the personal challenges of a change agent on a hybrid and complex organization. The autoethnographic approach gives important knowledge about the lack of theoretical explanation of the problematics of organizational transition. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png The Learning Organization Emerald Publishing

Stepping into the emptiness Scaffolding in organizational transition

Juhana Kokkonen
The Learning Organization , Volume 21 (3): 13 – Apr 8, 2014
Download PDF
13 pages

Loading next page...
 
/lp/emerald-publishing/stepping-into-the-emptiness-scaffolding-in-organizational-transition-Ux0MHFlFOe

References (31)

Publisher
Emerald Publishing
Copyright
Copyright © 2014 Emerald Group Publishing Limited. All rights reserved.
ISSN
0969-6474
DOI
10.1108/TLO-07-2012-0048
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this study is to analyze the personal challenges of a change agent, namely, a catalyst, attempting to promote organizational change in a hybrid and complex educational organization. The study mirrors subjective experiences with classic bureaucracy research and the theory of collaborative community. It analyzes the lack of work developmental scaffolds in the transition from a bureaucracy to a collaborative community. Design/methodology/approach – The study uses autoethnographic methods. Findings – A hybrid and complex context does not offer firm scaffolds for a change agent. Classic bureaucracy research and the theory of collaborative community have difficulties to explain the personal challenges of the change agent. Research limitations/implications – Research on weak or missing organizational scaffolding and transitional challenges should be studied using a multidisciplinary approach. The concepts of the zone of proximal development and scaffolding in a complex context should be revised. Practical implications – Hybrid and complex organizations should develop new ways to scaffold and manage their work development. Originality/value – This paper shows and analyzes the personal challenges of a change agent on a hybrid and complex organization. The autoethnographic approach gives important knowledge about the lack of theoretical explanation of the problematics of organizational transition.

Journal

The Learning Organization – Emerald Publishing

Published: Apr 8, 2014

Keywords: Autoethnography; Scaffolding; Change agent; Catalyst; Collaborative community; Complex context

There are no references for this article.