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Theoretical background
Table 4 Perspectives on planned organizational change
Tradition Main focus Examples of authors Contribution to
this study
Organization
development (OD):
early approaches
(around 1930–
1985)
Organization
development (OD):
later approaches
(from mid-1980s
onwards)
Management of
radical,
transformative and
large-scale
organizational
change (from mid-
1980s onwards)
Strategic change
(from late 1980s
onwards)
Project
management of
organizational
change (from early
1990s onwards)
Micro-level,
interpretive
research on
organizational
change (from early
1990s onwards)
Critical views of
organizational
change (from mid-
1990s onwards)
Examines planning,
implementation and impact
of consultant-led
interventions that are
undertaken to improve
organizational effectiveness
and well-being
Complements the early OD
perspective by
acknowledging the need to
react to environmental
changes and highlighting the
role of managers in guiding
change, as well as the role
of organizational culture
Examines the nature,
triggers, processes and
performance of large-scale
organizational change and
makes recommendations for
its management
Examines the triggers,
processes and performance
of strategic change at the
firm and industry level
Centers on the
implementation of planned
change as a project and
identifies appropriate
management practices of
change projects and
programs
Examines organizational
change from the individual’s
perspective, focusing on
micro-level activities and
cognitive processes and
their role in shaping,
enabling and constraining
change
Offers alternative, critical
views to organizational
change by studying change
and its consequences from
multiple perspectives and by
bringing sensitive,
controversial issues into
discussion
Bennis, 1963; Spencer &
Sofer, 1964; Culbert &
Reisel, 1971; Alderfer,
1977; Faucheux, Amado,
& Laurent, 1982
Beer & Walton, 1987;
Sashkin & Burke, 1987;
Woodman, 1989; Boss,
Dunford, Boss, &
McConkie, 2010
Levy, 1986; Barczak et
al., 1987; Ledford &
Mohrman, 1993;
Waclawski, 2002;
Wischnevsky &
Damanpour, 2006
Boeker, 1989; 1997;
Ginsberg &
Abrahamson, 1991;
Barker & Duhaime,
1997; Rajagopalan &
Spreitzer, 1997; Golden
& Zajac, 2001; Meyer &
Stensaker, 2006
Mikkelsen et al., 1991;
McElroy, 1996;
Partington, 1996;
Alsène, 1998; Boddy &
Macbeth, 2000;
Crawford, Costello,
Pollack, & Bentley,
2003; Leyborne, 2006;
Boonstra, 2006; Carton,
Adam, & Sammon, 2008
Gioia & Chittipeddi,
1991; Gioia, Thomas,
Clark, & Chittipeddi,
1994; Reger, Gustafson,
Demarie, & Mullane,
1994; Balogun &
Johnson, 2004; 2005;
Rouleau, 2005; Lüscher
& Lewis, 2008
Aaltio-Marjosola, 1994;
Sturdy & Grey, 2003;
Linstead, Brewis, &
Linstead, 2005;
Diefenbach, 2007
31
Construction of the
basic concepts for
planned
interventions of
organizational
change
Importance of
extra- and intraorganizational
environments in
managing planned
change
Description of the
antecedents and
processes of
planned, largescale
organizational
change
Acknowledgement
of the strategic
nature of
organizational
change and
description of the
related processes
Integration of
project
management and
organizational
change
Linking microlevel
activities of
organizational
change to macrolevel
outcomes
Acknowledgement
of the complexity
and dynamics of
change and the
multitude of
possible
perspectives