TY  - JOUR
AB  - 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.
VL  - 29
IS  - 2
SN  - 1477-7282
DO  - 10.1108/DLO-03-2014-0015
UR  - https://doi.org/10.1108/DLO-03-2014-0015
AU  - Lamprinakis Lampros
PY  - 2015
Y1  - 2015/01/01
TI  - Participative organizational change and adaptation: insights from a qualitative case study of successful change
T2  - Development and Learning in Organizations
PB  - Emerald Group Publishing Limited
SP  - 10
EP  - 13
Y2  - 2024/04/24
ER  -