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• W2625562885 abstract "This paper reports an attempt to analyse organisational change making combined use of three basic paradigms contingency, strategic choice and structuration theory. The eventual aim is to develop a framework, which dynamically brings in elements from these paradigms so as to achieve explanatory power greater than that of each of the individual paradigms. The paper is based on a one-year longitudinal case study of the efforts of the Danish toy manufacturer LEGO to open the Australian and New Zealand markets for etrade. BACKGROUND The outset of the study presented here is the authors’ conviction that: • All the three paradigms of contingency theory, strategic choice theory and structuration theory have something to say about organisational change. • At the same time, though, the explanations each of them provide are limited. • Employed together, they would produce a richer understanding of the phenomenon. In order to find out how correct we are in this, we decided to undertake a study of an organisational change process, and to try out if whether the joint application of the three paradigms does lead to richer understanding. Contingency theory Contingency theory argues that external factors like economy, social settings and political systems, as well as technological development deterministically enforce themselves upon the organisational setting and influence structural dimensions. (Lawrence & Lorsch 1967, p.2) Organisational change is argued to be about ensuring an optimal fit between the contingencies and the structure of the organisation; see Figure 1. In the classical studies there are highly diverse and often directly contrary conclusions (Perrow 1967, pp.205-208). Stanfield (1976, p.490) argues that researchers in the field have a tendency to generalise about matters never measured, assume homogeneity inside their categories, and use overlapping categorisations of, for example, technology and structure. Thus, for example, Woodward (1965) found a systematic difference in structure accompanying various types of production technology. However, the Aston Group (Pugh et al. 1969) found that structure was more dependent upon size than technology. Aldrich (1972, p.34-35), in turn, questioned the Aston Group’s methods for not codifying their arguments in order to make clear the hypothesised pattern of relationships between multivariant variables and for accepting size, structure and technology as equally important elements over time. In an earlier study, Mohr (1971, p.454-455) found that technology supported structural elements like participation, but the analysis could not support a hypothesis that technology was a primary determinant to structure. Later on, Blau et al. (1976, p.39) supported the results of the Aston Group, but argued that changes in structure are not simply the result of technological advance. Technology interacts with social conditions in complex ways. It is therefore rather blurry what the contingencies are and to what extent they affect structure, but all studies agree that they can be defined and that an optimal fit can be achieved. Strategic choice theory In this stream of research the ability to influence organisations is given to human agents or coalitions of human actors. The change process is a matter of politics, decisions and choices. Agents constructively using context are capable of choosing the future actions of the organisation (Child 1972, p.16). Contextual factors are inputs to human interpretation, action, and appropriation (Orlikowski 1992, p.400). The paradigm is not concerned with an “optimal fit”, but elements like bounded rationality, individual goals and power come into play in, what can be called, the arena for manoeuvring; see Figure 2. Power can shift according to the subject at hand, and can be located in different groupings at the same time, for example in management, labour unions and professional groupings. Dominant coalition is argued to be a useful concept to understand the why and how of choices made in organisations. In strategic choice theory, “...the analytical contribution of a functional interpretation of organizational behavior ... is supplemented by a political interpretation which does not regard such [contextual] constraints as necessarily acute or immutable, and which highlights the role of choice” (Child 1972). Structuration theory To structuration theory change is not a matter of contingencies, optimal fit or strategic choice, but a matter of both unconscious and conscious patterns of interaction that emerge from the context (Barley 1986). The philosophical foundation of the research mentioned here is found in Giddens (1984). Human interpretations and actions drive change Contingencies Fit Structure" @default.
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• W2625562885 title "Organisational and Technical Change: A Multi-Paradigmatic Approach" @default.
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