Towards a multi-paradigmatic analysis of organizational change processes : A case study approach

This paper presents an in-depth longitudinal analysis of an organisational change process at Technico, a large European Company. The central question is the following: is there a "dominant" paradigmatic approach enabling to understand change processes or is there a need for adopting a multi-paradigmatic view to improve our understanding? The intent was to refrain from adopting an a priori conceptual framework right from the beginning. We explored literature on three organisational core processes: decision-making, strategy elaboration and innovation. This enabled to identify five generic processual models we labelled: "linear", "political", "pattern", "interpretative" and "chaotic". These models were validated and used to interpret our case study. Our findings show that change is a dynamic non-linear process rather than a linear one. Our meta-model suggests maintaining a "balance" in a process that is analytic and negotiated, logical and intuitive, coherent and critical. It can be analysed into three periods. During the initial stage, the process is strongly formalised. During the activating stage, the process becomes more and more characterised by adaptability, flexibility and it is evolving. The stage of consolidation shows a fuzzy and chaotic process revealing drifts that can be viewed as opportunities to be activated. The content of change is continuously re-invented by actors during the process and calls for support of a powerful political coalition. It calls managers to take account of the political context surrounding change, paying special attention to the activating stage, when change infiltrates through the field and exacerbates potential resistances.