Coevolutionary approach for implementing organizational change : case study on a business process change in a large organization

 |  Login

Show simple item record

dc.contributor Aalto-yliopisto fi
dc.contributor Aalto University en
dc.contributor.author Tissari, Tiina
dc.date.accessioned 2012-02-10T09:20:50Z
dc.date.available 2012-02-10T09:20:50Z
dc.date.issued 2002-08-30
dc.identifier.isbn 951-22-5907-9
dc.identifier.issn 1456-9426
dc.identifier.uri https://aaltodoc.aalto.fi/handle/123456789/2180
dc.description.abstract The objective of this research is to study how to successfully implement organizational change in a large organization. The study deals with an approach for implementation that incorporates both efficiency and flexibility. Within the domain of organizational change, this research focuses on business process change, more specifically the supply chain processes. The research question is approached by first studying how to carry out implementation according to the relevant existing theories of organizational change. Then, a real life change implementation program is reflected with the existing implementation approaches and finally characteristics of a successful approach for change implementation are concluded. This study follows the logic of inductive theory building and qualitative case study. The research is designed as an embedded case study, the primary research object being an extensive change program that includes 24 individual implementation cases. The case data is mainly qualitative of nature and is collected through participant observation, archives and numerous and diverse documents created within the program. The focal terms and the scope of the study are defined based on relevant theory of organizational change. For understanding the existing body of knowledge on change implementation, a multidisciplinary review is carried out including the theories of organization development, organization transformation, business process reengineering, project management and organizational learning. As a conclusion from the review, four research constructs are elaborated for guiding the case study. The constructs define essential elements of change implementation: initiation, management structure, process and change advancement. Using the elaborated constructs, two generic implementation approaches are conceptualised: planned and emergent. The former represents centrally managed, sequentially proceeding holistic change, whereas the latter is about locally managed, continuous and incremental implementation. The case program is presented and analysed using the research constructs. The case provides evidence of an implementation approach that complies neither with the planned nor the emergent approach despite of many common elements. The findings show how change can be successfully implemented using a different approach, labelled as coevolutionary in this study. The coevolutionary approach is characterized by 1) initiation based on a challenge, 2) co-ordinated, but decentralized management structure, 3) dynamic process and 4) systemic change advancement. A challenge sets the performance level targeted by the change. The actual solutions for meeting the challenge develop during a dynamic implementation process through interaction between local and central instances involved in the implementation, advancing towards an overall solution. The coevolutionary approach provides a balance between the extremes of planned and emergent change and thus incorporates the benefits of both scalability and flexibility, efficiency and innovativeness. Finally, the findings are linked with complexity theory to offer further explanation how change is most effective in systems that are neither too rigid nor too chaotic. en
dc.format.extent 190
dc.format.mimetype application/pdf
dc.language.iso en en
dc.publisher Helsinki University of Technology en
dc.publisher Teknillinen korkeakoulu fi
dc.relation.ispartofseries Acta polytechnica Scandinavica. IM en
dc.relation.ispartofseries 11 en
dc.subject.other Psychology en
dc.title Coevolutionary approach for implementing organizational change : case study on a business process change in a large organization en
dc.type G4 Monografiaväitöskirja fi
dc.description.version reviewed en
dc.contributor.department Department of Industrial Engineering and Management en
dc.contributor.department Tuotantotalouden osasto fi
dc.subject.keyword change implementation en
dc.subject.keyword organizational change en
dc.subject.keyword planned change en
dc.subject.keyword emergent change en
dc.subject.keyword business process en
dc.subject.keyword organizational learning en
dc.subject.keyword coevolution en
dc.subject.keyword organisaatiot fi
dc.subject.keyword muutos fi
dc.subject.keyword organisaatiotutkimus fi
dc.identifier.urn urn:nbn:fi:tkk-001507
dc.type.dcmitype text en
dc.type.ontasot Väitöskirja (monografia) fi
dc.type.ontasot Doctoral dissertation (monograph) en
dc.contributor.lab Executive School of Industrial Management (ExIMa) en
dc.contributor.lab ExIMa fi


Files in this item

This item appears in the following Collection(s)

Show simple item record

Search archive


Advanced Search

article-iconSubmit a publication

Browse

My Account