Boundary activities and readiness for ... - Projekti-Instituutti

Theoretical background
The multiplicity of theoretical perspectives to organizational change reflects
the confusion and disagreement amongst both researchers and
practitioners regarding the appropriate approaches for managing change
(Bamford, 2006). The literature on organizational change has been
criticized for its normative tone and lack of a high-quality empirical base
(Bamford & Daniel, 2005; McNulty & Ferlie, 2004; Wilkinson, 1997), and
rigorous research on the actual change processes has been encouraged (e.g.
Pettigrew, 1990). The present study aims to provide empirically rooted
research evidence on the activities related to initiating change programs.
From the perspectives listed in Table 4, the study draws mostly on the
literature on large-scale organizational change and the project management
of organizational change. In the present study, the initiation of significant
change is examined from the perspective of the temporary organization that
is put in charge of the change endeavor. The study examines large-scale
change programs that may be described as strategic, consist of multiple
projects, and pursue wide impacts in their parent organization.
Large-scale organizational change can be initiated for different reasons,
and is often necessary for the short-term competitiveness and long-term
survival of organizations (Lüscher & Lewis, 2008). The initiation of a
change program may result from a variety of external and internal
influences. External triggers for change include developments in technology
and materials, changes in legislation, government policies and customer
preferences, and the competitors’ actions and innovations (Barnett &
Carroll, 1995; Buchanan & Huczynski, 1997; Greiner, 1967). Internal
triggers include low performance, stockholder discontent, internal conflicts,
product and process innovations, the appointment of new senior managers,
and changes in the ownership structure (Boeker, 1997; Buchanan &
Huczynski, 1997). Although large-scale change is often triggered by a failure
or a problem, it may also result from the recognition of an opportunity, and
the rationale behind the change may be the anticipation of and preparation
for probable futures (Nadler & Tushman, 1990; Woodman, 1989). The
managers’ personal characteristics such as tolerance for ambiguity may
determine whether radical change is pursued proactively (Mullins &
Cummings, 1999). Empirical studies have shown how large-scale
organizational change may involve multiple triggers (e.g. Denis, Langley, &
Cazale, 1996). The internal and external triggers of change also tend to be
closely related. For example, radical changes in competition, regulation or
technology create performance gaps and generate opportunities for
innovation (Wischnevsky & Damanpour, 2006).
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