Stepping into the emptiness: Scaffolding in organizational transition

Abstract

Purpose

The purpose of this study is to analyze the personal challenges of a change agent, namely, a catalyst, attempting to promote organizational change in a hybrid and complex educational organization. The study mirrors subjective experiences with classic bureaucracy research and the theory of collaborative community. It analyzes the lack of work developmental scaffolds in the transition from a bureaucracy to a collaborative community.

Design/methodology/approach

The study uses autoethnographic methods.

Findings

A hybrid and complex context does not offer firm scaffolds for a change agent. Classic bureaucracy research and the theory of collaborative community have difficulties to explain the personal challenges of the change agent.

Research limitations/implications

Research on weak or missing organizational scaffolding and transitional challenges should be studied using a multidisciplinary approach. The concepts of the zone of proximal development and scaffolding in a complex context should be revised.

Practical implications

Hybrid and complex organizations should develop new ways to scaffold and manage their work development.

Originality/value

This paper shows and analyzes the personal challenges of a change agent on a hybrid and complex organization. The autoethnographic approach gives important knowledge about the lack of theoretical explanation of the problematics of organizational transition.

Citation

Kokkonen, J. (2014), "Stepping into the emptiness: Scaffolding in organizational transition", The Learning Organization, Vol. 21 No. 3, pp. 193-205. https://doi.org/10.1108/TLO-07-2012-0048