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Using integral theory to effect strategic change

Nancy E. Landrum (University of Arkansas at Little Rock, Little Rock, Arkansas, USA)
Carolyn L. Gardner (Radford University, Radford, Virginia, USA)

Journal of Organizational Change Management

ISSN: 0953-4814

Article publication date: 1 June 2005

7268

Abstract

Purpose

The purpose of this paper is to examine the need for integration of Wilber's all levels, all quadrants (AQAL) approach into the strategy of a corporation. Organizations have incorporated elements of his theory at various levels, but none has fully incorporated all four quadrants. We explore how each quadrant can be used in strategic change to aid organizations in their quest for sustainable competitive advantage.

Design/methodology/approach

Using Wilber's AQAL approach, we present suggestions on how corporations can use each quadrant in strategic change efforts.

Findings

Several strategic planning methods which try to be all‐inclusive are discussed. Several companies are also discussed that have incorporated progressive approaches throughout the organization. However, no example yet exists of a company that has used a full integrally‐informed approach to strategic change and transformation.

Originality/value

The authors seek to present an example of how each quadrant can be used in strategic change to aid organizations in their quest for sustainable competitive advantage.

Keywords

Citation

Landrum, N.E. and Gardner, C.L. (2005), "Using integral theory to effect strategic change", Journal of Organizational Change Management, Vol. 18 No. 3, pp. 247-258. https://doi.org/10.1108/09534810510599407

Publisher

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Emerald Group Publishing Limited

Copyright © 2005, Emerald Group Publishing Limited

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