A Hybrid Theory of Organizational Transformation

Abstract

Two major approaches to organizational transformation (OT) are identified as “Drive” and “Grow” theories. Each has a serious flaw but they can be combined to form a stronger approach. However, managing the hybrid presents special challenges, including an acceptance of paradox. Five case studies are used to gain insight into OT at a process level, into the cross-conflicts and environmental reactions, including “the organizational immune reaction”. Two propositions are formulated: the bi-focal formula (regarding the agreement between an OT initiative and its host organizational unit) and the partnership proposition (regarding shared leadership of OT initiatives).

Citation

Sugarman, B. (2007), "A Hybrid Theory of Organizational Transformation", Pasmore, W.A. and Woodman, R.W. (Ed.) Research in Organizational Change and Development (Research in Organizational Change and Development, Vol. 16), Emerald Group Publishing Limited, Leeds, pp. 43-80. https://doi.org/10.1016/S0897-3016(06)16002-4