An Integrative Conceptual Framework of Organizational Change: A “Triple Helix” Model

Abstract

The chapter develops a conceptual framework for linking the phenomena included in the field labeled “organizational change” (OC). The objective is to design an OC model that makes selective use of existing theories and creates a premise for further development but avoids proposing a unifying synthesis with a normative value. At the center is the critical circuit of the relationship between the processes of organizational learning, resource development and power management which originates the triple helix of change. The framework explains a variety of change management experiences along a continuum between two poles – “turnaround” and “continuous and fluid transformation.”

Citation

Rebora, G. and Minelli, E. (2012), "An Integrative Conceptual Framework of Organizational Change: A “Triple Helix” Model", (Rami) Shani, A.B., Pasmore, W.A. and Woodman, R.W. (Ed.) Research in Organizational Change and Development (Research in Organizational Change and Development, Vol. 20), Emerald Group Publishing Limited, Leeds, pp. 183-221. https://doi.org/10.1108/S0897-3016(2012)0000020009