The missing link in systems thinking: The impact of infrastructure on organizational change

Abstract

Purpose

Systems thinking is well established as an important perspective within the management field. However, the perspective is not always as all-encompassing as sometimes argued. This paper addresses the importance of including structural elements as a part of systems thinking in relation to organizational change. The purpose of the paper is to analyze how organizational infrastructure may influence processes and outcomes of organizational change initiatives.

Design/methodology/approach

The paper is based on a longitudinal case study of the introduction of lean in a large Swedish manufacturing company. The case study comprises three embedded cases, and the empirical material is based on interviews, observations and document studies. The material has been analyzed with a systems perspective, focusing on the interplay between ideas, infrastructure and behavior in the organization.

Findings

This paper suggests that organizational infrastructure may have a profound impact on organizational behavior. Consequently, an ambition to change organizational routines will be influenced by not only people’s sense-making and behavior but also the technology and infrastructure with which people interact.

Research limitations/implications

Thus, alignment between all these entities will facilitate the change process and increase the likelihood of successful organizational change. Thus, systems thinking requires stronger attention to organizational infrastructure to better understand organizational change processes, and a philosophical approach needs to be balanced against behavioral and technical aspects of change.

Originality/value

This paper challenges much of the received knowledge and assumptions about systems and suggests an expansion of systems thinking.

Citation

Langstrand, J. (2016), "The missing link in systems thinking: The impact of infrastructure on organizational change", International Journal of Quality and Service Sciences, Vol. 8 No. 2, pp. 197-208. https://doi.org/10.1108/IJQSS-09-2015-0061