Emerald | Journal of Organizational Change Management | Using integral theory to effect strategic change

Using integral theory to effect strategic change

Document Information:
Title:	Using integral theory to effect strategic change
Author(s):	Nancy E. Landrum, (University of Arkansas at Little Rock, Little Rock, Arkansas, USA), Carolyn L. Gardner, (Radford University, Radford, Virginia, USA)
Citation:	Nancy E. Landrum, Carolyn L. Gardner, (2005) "Using integral theory to effect strategic change", Journal of Organizational Change Management, Vol. 18 Iss: 3, pp.247 - 258
Keywords:	Strategic change, Strategic management
Article type:	Conceptual paper
DOI:	10.1108/09534810510599407 (Permanent URL)
Publisher:	Emerald Group Publishing Limited
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.