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Participative organizational change and adaptation: insights from a qualitative case study of successful change

Lampros Lamprinakis (Department of Research, Norwegian Agricultural Economics Research Institute (NILF), Oslo, Norway.)

Development and Learning in Organizations

ISSN: 1477-7282

Article publication date: 2 February 2015

Abstract

Purpose

The purpose of this article is to discuss the participative and inclusive approach to organizational change and provide empirical insights from a successful case.

Design/methodology/approach

The article builds upon a qualitative case study on organizational change. The author conducted 12 interviews with past directors and managers that took active part in Valio’s strategic change.

Findings

The findings indicate how inclusiveness can be implemented in the three central areas of strategic change management: communicating, debating and implementing change. Inclusiveness can strengthen the legitimacy of the change process and allow for solutions to emerge from within the organization. The former becomes especially important in cases where strategic change involves difficult decisions like downsizing and layoffs, while the latter can give rise to original approaches that can be particularly suited to the organization and are thus easier to implement and be accepted.

Originality/value

The article presents empirical insights from a case study to propose inclusiveness as a central element in organizational change. Such insights can help managers and organization leaders seeking to initiate strategic change.

Keywords

Citation

Lamprinakis, L. (2015), "Participative organizational change and adaptation: insights from a qualitative case study of successful change", Development and Learning in Organizations, Vol. 29 No. 2, pp. 10-13. https://doi.org/10.1108/DLO-03-2014-0015

Publisher

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Emerald Group Publishing Limited

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