A new model for managing change: the holistic view

Abstract

Purpose

In an age where organizational transformation is becoming more important to both the theory and practice of strategic management, the aim of this paper is to provide a model through which organizational transformation and strategic change can be understood in an holistic manner.

Design/methodology/approach

In developing a model to explain organizational transformation, the paper draws on two different theoretical traditions. First, the paper draws on theories of political revolutions and, second, the paper draws on interpretative theories, in particular, speech act theory.

Findings

The paper argues that in order to provide a realistic understanding of how and why an organization has attempted a transformational strategy it is important to consider four issues: the event which triggered the transformation, the program and process through which transformation was attempted, the outcome of the transformational strategy, and the myths which have been built up around the transformation.

Originality/value

The paper takes a novel approach by drawing on non‐management theories to develop an understanding of management phenomena. In doing this the paper generates an original model useful for the post rational explanation of transformational strategies.

Citation

Adcroft, A., Willis, R. and Hurst, J. (2008), "A new model for managing change: the holistic view", Journal of Business Strategy, Vol. 29 No. 1, pp. 40-45. https://doi.org/10.1108/02756660810845697