Managing organizational transformation (OT) using complex adaptive system (CAS) framework: future lines of inquiry

Riaz, Shoaib;Morgan, Damian;Kimberley, Nell

Abstract

Purpose – A slew of conventional change models and theories appear in the extant change literature. Despite being theoretically sound, these a priori structured approaches to organizational change management have questionable application given the rapidly changing business environments. Novel approaches, offering greater flexibility to fast changing external conditions, may offer superior models to organizational change and organizational transformation (OT) in particular. In this paper, the application of a complex adaptive system (CAS) framework, from complexity theory (CT), for managing OT is assessed theoretically. Design/methodology/approach – A conceptual paper. Findings – A review of the extant change literature suggests that current approaches and models for organizational change are limited in their ability to reflect OT responses to today’s highly dynamic external environments. New models are required to inform and guide organizations. A new model, i.e. CAS framework, is deemed suitable to guide the OT implementation. Originality/value – This paper critically analyses different approaches to change management, consolidates CAS framework, reviews its applications in the field of management and presents a case for CAS’s application for the management of OT.

Journal

Journal of Organizational Change Management

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1758-7816

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Emerald Publishing Limited

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DOI

10.1108/JOCM-08-2022-0241