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