Building organizational change in an emerging economy: Whole systems change using large group interventions in Mexico

Abstract

Recent democratic trends in Mexico as well as the opening of new economic markets and free trade relationships have made the management of change a major issue in Mexico. Most Mexican organizations need to transform their structures and processes, and to develop management and human resources in order to compete in the global marketplace. In addition, the need for change in Mexico includes such basic issues as uplifting whole classes of people out of poverty so that they can become productive members of society. We argue that change can be produced and facilitated through highly participative, egalitarian, and intensive large-group interventions. Even though existing cultural research might suggest that these approaches are inconsistent with the cultural orientation assumed to be predominant in most Mexican organizations, we offer two case studies employing whole-systems change approaches that provide evidence suggesting quite the opposite: large-scale and highly participative change interventions are very appropriate to facilitate change in Mexican society today.

Citation

Manning, M.R. and DelaCerda, J. (2003), "Building organizational change in an emerging economy: Whole systems change using large group interventions in Mexico", Research in Organizational Change and Development (Research in Organizational Change and Development, Vol. 14), Emerald Group Publishing Limited, Leeds, pp. 51-97. https://doi.org/10.1016/S0897-3016(03)14080-3