DOMINANT LOGICS OF ORGANISATIONAL CHANGE MODELS AND THEIR PARADOX BLIND SPOTS

Oleh Duhin; Halyna Luchko

doi:10.32782/2415-3583/41.6

Oleh Duhin Lviv Polytechnic National University https://orcid.org/0009-0000-5210-0597
Halyna Luchko Lviv Polytechnic National University https://orcid.org/0000-0002-3583-0923

DOI: https://doi.org/10.32782/2415-3583/41.6

Keywords: organisational change, change management, dominant logic, paradox blind spot, organisational paradox, paradox mindset, paradoxical thinking change resistance, digital transformation, IT organisation

Abstract

Change programmes can meet their own targets while leaving work, authority, and adoption unchanged. The article treats this gap as a diagnostic problem: one explanatory logic can determine what counts as evidence and which intervention follows. A purposive corpus of 31 foundational, review, methodological, and boundary-setting works was compared by causal account, accepted evidence, default response, contribution, and excluded demand. The analysis produced a fourteen-logic taxonomy and a recursive mechanism in which an excluded demand returns as a symptom and reinforces the governing frame. For managers, the taxonomy supports review of the dominant explanation, contrary evidence, and a complementary action with ownership. The classification remains conceptual; expert assessment and comparative case coding are required before its completeness and reliability can be established.

References

Argyris, C., & Schön, D. A. (1978). Organizational learning: A theory of action perspective. Reading, MA: Addison-Wesley, 344 p.

Armenakis, A. A., Harris, S. G., & Mossholder, K. W. (1993). Creating readiness for organizational change. Human Relations, vol. 46, no. 6, pp. 681-703.

Beisser, A. (1970). The paradoxical theory of change. In J. Fagan & I. L. Shepherd (Eds.), Gestalt therapy now: Theory, techniques, applications. New York: Harper & Row, pp. 77-80.

Burke, W. W., & Litwin, G. H. (1992). A causal model of organizational performance and change. Journal of Management, vol. 18, no. 3, pp. 523-545.

Cunha, M. P. e, & Putnam, L. L. (2019). Paradox theory and the paradox of success. Strategic Organization, vol. 17, no. 1, pp. 95-106.

Denning, S. (2016). Agile's ten implementation challenges. Strategy & Leadership, vol. 44, no. 5, pp. 15-20.

Ford, J. D., Ford, L. W., & D'Amelio, A. (2008). Resistance to change: The rest of the story. Academy of Management Review, vol. 33, no. 2, pp. 362-377.

Gaim, M., Clegg, S., Cunha, M. P., & Berti, M. (2022). Organizational paradox. Cambridge: Cambridge University Press, 80 p. DOI: https://doi.org/10.1017/9781009128155

George, G., Haas, M. R., McGahan, A. M., Schillebeeckx, S. J. D., & Tracey, P. (2023). Purpose in the for-profit firm: A review and framework for management research. Journal of Management, vol. 49, no. 6, pp. 1841-1869. DOI: https://doi.org/10.1177/01492063211006450

Gioia, D. A., & Chittipeddi, K. (1991). Sensemaking and sensegiving in strategic change initiation. Strategic Management Journal, vol. 12, no. 6, pp. 433-448.

Gioia, D. A., Schultz, M., & Corley, K. G. (2000). Organizational identity, image, and adaptive instability. Academy of Management Review, vol. 25, no. 1, pp. 63-81. DOI: https://doi.org/10.5465/amr.2000.2791603

Hanelt, A., Bohnsack, R., Marz, D., & Antunes Marante, C. (2021). A systematic review of the literature on digital transformation: Insights and implications for strategy and organizational change. Journal of Management Studies, vol. 58, no. 5, pp. 1159-1197. DOI: https://doi.org/10.1111/joms.12639

Hollensbe, E., Wookey, C., Hickey, L., George, G., & Nichols, C. V. (2014). Organizations with purpose. Academy of Management Journal, vol. 57, no. 5, pp. 1227-1234. DOI: https://doi.org/10.5465/amj.2014.4005

Kotter, J. P. (1995). Leading change: Why transformation efforts fail. Harvard Business Review, vol. 73, no. 2, pp. 59-67.

Lewis, M. W. (2000). Exploring paradox: Toward a more comprehensive guide. Academy of Management Review, vol. 25, no. 4, pp. 760-776.

Meyer, J. W., & Rowan, B. (1977). Institutionalized organizations: Formal structure as myth and ceremony. American Journal of Sociology, vol. 83, no. 2, pp. 340-363.

Miron-Spektor, E., Ingram, A., Keller, J., Smith, W. K., & Lewis, M. W. (2018). Microfoundations of organizational paradox: The problem is how we think about the problem. Academy of Management Journal, vol. 61, no. 1, pp. 26-45.

Nadler, D. A., & Tushman, M. L. (1980). A model for diagnosing organizational behavior. Organizational Dynamics, vol. 9, no. 2, pp. 35-51.

Nickerson, R. C., Varshney, U., & Muntermann, J. (2013). A method for taxonomy development and its application in information systems. European Journal of Information Systems, vol. 22, no. 3, pp. 336-359. DOI: https://doi.org/10.1057/ejis.2012.26

Ordóñez, L. D., Schweitzer, M. E., Galinsky, A. D., & Bazerman, M. H. (2009). Goals gone wild: The systematic side effects of overprescribing goal setting. Academy of Management Perspectives, vol. 23, no. 1, pp. 6-16.

Oreg, S., Vakola, M., & Armenakis, A. (2011). Change recipients' reactions to organizational change: A 60-year review of quantitative studies. The Journal of Applied Behavioral Science, vol. 47, no. 4, pp. 461-524. DOI: https://doi.org/10.1177/0021886310396550

Orlikowski, W. J. (1992). The duality of technology: Rethinking the concept of technology in organizations. Organization Science, vol. 3, no. 3, pp. 398-427.

Pfeffer, J. (1981). Power in organizations. Marshfield, MA: Pitman, 391 p.

Piderit, S. K. (2000). Rethinking resistance and recognizing ambivalence: A multidimensional view of attitudes toward an organizational change. Academy of Management Review, vol. 25, no. 4, pp. 783-794.

Prahalad, C. K., & Bettis, R. A. (1986). The dominant logic: A new linkage between diversity and performance. Strategic Management Journal, vol. 7, no. 6, pp. 485-501.

Rafferty, A. E., Jimmieson, N. L., & Armenakis, A. A. (2013). Change readiness: A multilevel review. Journal of Management, vol. 39, no. 1, pp. 110-135. DOI: https://doi.org/10.1177/0149206312457417

Schein, E. H. (2010). Organizational culture and leadership (4th ed.). San Francisco, CA: Jossey-Bass, 436 p.

Smith, W. K., & Lewis, M. W. (2011). Toward a theory of paradox: A dynamic equilibrium model of organizing. Academy of Management Review, vol. 36, no. 2, pp. 381-403.

Stouten, J., Rousseau, D. M., & De Cremer, D. (2018). Successful organizational change: Integrating the management practice and scholarly literatures. Academy of Management Annals, vol. 12, no. 2, pp. 752-788. DOI: https://doi.org/10.5465/annals.2016.0095

Vial, G. (2019). Understanding digital transformation: A review and a research agenda. The Journal of Strategic Information Systems, vol. 28, no. 2, pp. 118-144. DOI: https://doi.org/10.1016/j.jsis.2019.01.003

Weiner, B. J. (2009). A theory of organizational readiness for change. Implementation Science, vol. 4, article no. 67.