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