Intentional change theory at the organizational level: a case study

The purpose of this paper is to examine the application of intentional change theory (ICT) at the organizational level through the lens of a case study.

This paper is a case study of Roadway Express, a leading transportation provider of industrial and commercial goods throughout North America, which embarked on a journey of cultural transformation in 1999, using a popular change process known as appreciative inquiry (AI). The Roadway case study illustrates both the theory of intentional change and the method of AI in use and provides a platform upon which to observe change at the organizational level.

Roadway Express serves as a solid benchmark for organizations considering how to succeed in cultural transformation. The implementation of the philosophy and methodology of appreciative inquiry, played a key role in that success. Analysis shows the link between ICT and AI. From this observation, ICT emerges as a stand‐along theory upon which to interpret the success of Roadway's organizational change efforts.

Drawing insight from the Roadway case study, ICT provides us with a comprehensive model for understanding how to approach and sustain change at the organizational level.

For the past three decades, most of the work using intentional change theory has focused on individual change. This paper presents a different view of the same theory, this time at the organizational level. This insight may be of interest to leaders, managers and change agents.