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Organizational
Organizational change as change as
practice: a critical analysis practice
Noora Jansson
University of Oulu, Oulu, Finland 1003
Received 22 September 2012
Abstract Revised 21 December 2012
Purpose – The purpose of this paper is to challenge some taken-for-granted practices related to 22 February 2013
organizational change in order to understand how organizational change as practice is conditioned by Accepted 2 May 2013
mundane assumptions.
Design/methodology/approach – A critical analysis of the taken-for-granted assumptions
revealed by a literature review was conducted utilizing practice theory approach in which human
behavior and social context are intertwined. Hence, the analysis of this theoretical paper focuses on
practices, praxis and practitioners in organizational change.
Findings – The results suggest that certain elements that are believed to be universal in
organizational change are, in fact, particular within context. The key finding and message of this
research is that organizational change in practice is a manifestation of particularity. The conclusion is
that certain mundane assumptions condition organizational change practices by ignoring the
importance of power, phronesis and paradox, which lie in human interaction within social context.
Research limitations/implications – The proposal that the dominating discourse on
organizational change involves some taken-for-granted assumptions, challenges scholars to
question the ways organizations are currently studied, and perhaps draws more attention to power,
context and particularity in future research.
Practical implications – The analysis demonstrates that the social aspect of organizational
realities is crucial in organizational change, and should not be underestimated by the practitioners in
the process. This realism of practice complexity indicates that the pitfalls of organizational change are
more context dependent and thus, more numerous than generally is assumed.
Originality/value – This research contributes to both theory and practice by offering a critical view
on some of the taken-for-granted organizational change practices. This paper also demonstrates
originality by introducing the concept of “organizational change as practice” in analogue of “strategy
as practice” (SAP).
Keywords Organizational change, Particularity, Practice, Practitioner, Praxis, Universality
Paper type Research paper

Introduction
It is widely accepted among scholars that organizational change is an extremely
difficult reality in practice, as over 70 percent of organizational change efforts fail (Beer
and Nohria, 2000; Burke, 2011; Cinite et al., 2009). A planned organizational change
means intentionally increasing employee stress levels (Dahl, 2011), knowingly
disturbing the ongoing operations (Currie et al., 2009; Pache and Santos, 2010) and
consciously gambling with the organization’s future as the outcome is often different to
the original plan (Jian, 2011; Whittle et al., 2010). Thus, organizational change practices Journal of Organizational Change
are in the interest of both scholars and practitioners. Research about organizational Management
Vol. 26 No. 6, 2013
change mostly concern topics like change processes (Schreyögg and Sydow, 2011), pp. 1003-1019
leadership (Battilana et al., 2010), change execution (Van de Ven and Sun, 2011), change q Emerald Group Publishing Limited
0953-4814
reception within the organization (Stensaker and Falkenberg, 2007), discourse (Grant DOI 10.1108/JOCM-09-2012-0152
JOCM and Marshak, 2011), or paradoxes (Smith and Lewis, 2011). Although the role of
26,6 practices in this literature is quite significant, some assumptions related to them are
rarely questioned.
Organizational change is a communicative action (Jian, 2011) that can be
approached through the lenses of universality or particularity, (Flyvbjerg, 1998).
Universality is this study is defined as “the commonly applibale” while particularity is
1004 defined as “the locally applicable”. While change literature provides convincing
explanations to the challenges practitioners face with complex change processes and
proposes well justified methods to overcome them, discourse on change practices has a
tone of universality over particularity. Universals should, however, be seriously
questioned, because “nothing in society is fundamental” (Foucault, 1988). The purpose
of this theoretical paper is to critically analyze some of the taken-for-granted
assumptions identified in the organizational change literature related to practice, to
evaluate how these mundane assumptions condition organizational change as practice
(Vaara and Whittington, 2012), and to propose a theoretical model that advances our
understanding of why organizational change is so difficult in practice.
Practice has many definitions. For example, practice is “embodied, materially
mediated arrays of human activity centrally organized around shared practical
understanding“ (Schatzki, 2001, p. 2), or “practices are linked and implicit ways of
understanding, saying, and doing things” (Schau et al., 2009, p. 31). In this research, the
concept of practice is considered as a dimension of activity within socially constructed
context, and the concept of “organizational change as practice” is regarded as shared
understanding of organizational change practices in theory.
The paper starts by introducing and explaining the research methods used. The key
results of the organizational change literature review are shared first by outlining the
philosophy of change and second by introducing three taken-for-granted assumptions.
Next, these assumptions are critically analyzed utilizing the key framework used in
strategy-as-practice literature which focuses on practices, praxis and practitioners
(Vaara and Whittington, 2012). The findings suggest that certain taken-for granted
assumptions in the current organizational change literature overlook the meaning of
context and particularity, which according to practice theory are central to social
change to succeed. Finally, concluding arguments are offered including proposals for
further research.

Research methodology
This article is developed based on a literature review and a complementing critical
analysis utilizing practice theory lens. As the purpose of this research is to critically
evaluate how the taken-for-granted assumptions regarding organizational change
condition organizational change as practice, practice theory is a logical choice since it
analyses practice (change) in its social environment (organization). Practice approach
is also suitable in analyzing discursive interaction and related social practices (Fenton
and Langley, 2011; Grant and Marshak, 2011), which organizational change is mostly
about ( Jian, 2011).
Two key criteria led the selection process for the studies included in the review: high
quality and actuality. Electronic searches for the term change, looking for articles that
explain organizational change (i.e. organizational transformation, organizational
design, mergers, strategic change, institutional change, change management or change
implementation) were conducted for each journal in the 2010 Journal Citation Reports Organizational
on business and management with an impact factor of $ 1.0 using EBSCOhost in the change as
Business Source Complete database. Furthermore, in order to find other highly relevant
and supporting material, electronic searches were conducted on the same database practice
without preselecting the journals or the publishing year Finally, 108 articles from 38 of
the world’s leading journals met all the criteria above (Table I).
1005
Overview of organizational change research
Despite the rich variety of research on organizational change, a current, holistic review
of the topic is missing, the reason most likely being the complexity and the depth of the
phenomenon. Topical reviews about organizational change do exist, but their analysis
is presented from a specific perspective, such as reactions to change (Oreg et al., 2011;
Thomas and Hardy, 2011), duality characteristics in organizing (Graetz and Smith,
2008), or sustaining organizational change (Buchanan et al., 2005).

The philosophy of change

Change is about dualities. The origins of the duality approach can be linked back to the
Han Dynasty in China and the early days of Taoism, when the Taoists believed that
human situations could be balanced as yin and yang, two opposing elements
complementing each other. In this dialectical view of reality perhaps lies the basis of all
change (Morgan, 2006). Coexisting opposing elements tend to create paradox, a central
element to organizational change (Graetz and Smith, 2008; Farjoun, 2010; Lüscher and
Lewis, 2008). Graetz and Smith (2008) propose that even though contrary features,
stability and change coexist in organizations their relationship may be treated as a
paradox. Farjoun (2010) on the other hand, suggests that stability and change are not
paradoxical, and rethinking their relationship may help in recognizing some of the
threats dualism may cause in the way organizations are studied and guided.
As change unfolds, change and continuity are balanced in sets of simultaneous
processes (Sonenshein, 2010). Thus, organizational change can be characterized as a
process (Butler and Allen, 2008; Jian, 2011; Schreyögg and Sydow, 2011).
Organizational change is a complex, dialectical process, where the motor of change
develops and is developed by the process itself, and where old and new intertwine,
cumulatively building an innovative dynamic (Castel and Friedberg, 2010).
Organizational change process is not necessarily linear, because it can evolve in
both progressive and retrogressive ways (Ambos and Birkinshaw, 2010), retrogressive
change being a kind of re-development towards the original state before regression
occurred (Lewin, 1951). So change does not just happen, it is interactive by nature
(Castel and Friedberg, 2010).

Taken-for-granted assumptions on organizational change

The assumptions which seem self-evident and non-exotic are the most interesting to
look more in detail (Chia and MacKay, 2007; Vaara and Whittington, 2012). The
purpose of this study is to challenge some taken-for-granted assumptions related to
organizational change in order to understand if and how organizational change as
practice is conditioned by these mundane assumptions. Next, three examples of the
taken-for-granted assumptions revealed by the review are introduced.
 26,6

review
Table I.
JOCM

1006

The journals used in the

The journal
Number of representation
Number of Number of additional in the review
JCR articles articles articles in terms of
Impact exposed by selected from selected from number of
Factor primary primary secondary selected
Journal JISSN 2010 search criteria search criteria search criteria articles (%)

Academy of Management Journal 0001-4273 5.250 36 7 6

Academy of Management Perspectives 1558-9080 2.470 12 1 1
Academy of Mangement Review 0363-7425 6.720 26 3 1 4
Administrative Scienece Quarterly 0001-8392 3.684 10 1 1
British Journal of Management 1045-3172 1.385 22 2 2
Business Ethics Quarterly 1052-150X 3.256 8 1 1
California Management Review 0008-1256 1.706 14 3 3
Corporate Governance 0964-8410 2.753 2 1 1
European Journal of Work and Organizational Psychology 1359-432X 1.489 6 1 1
Group and Organization Management 1059-6011 2.415 8 2 2
Harvard Business Review 0017-8012 1.873 85 7 1 7
Human Relations 0018-7267 1.701 26 4 4
Human Resource Management 0090-4848 1.341 25 1 1
Human Resource Management Review 1053-4822 2.796 5 0 1 1
Industrial Marketing Management 0019-8501 1.694 12 1 1
International Journal of Management Reviews 1460-8545 2.641 3 1 1 2
The Journal of Applied Behavioral Science 0021-8863 1.682 82 11 10
Journal of Business Economics and Management 1611-1699 3.866 8 2 2
Journal of Business Ethics 0167-4544 1.125 95 3 3
Journal of Business Research 0148-2963 1.773 13 3 3
Journal of Management 0149-2063 3.747 12 1 1
Journal of Management Inquiry 1056-4926 1.283 32 1 1
Journal of Management Studies 0022-2380 3.817 21 4 4
Journal of Organizational Behavior 0894-3796 2.351 19 1 1
Journal of the Operational Research Society 0160-5682 1.102 9 1 1
The Leadership Quarterly 1048-9843 2.902 15 4 1 5
(continued)
 The journal
Number of representation
Number of Number of additional in the review
JCR articles articles articles in terms of
Impact exposed by selected from selected from number of
Factor primary primary secondary selected
Journal JISSN 2010 search criteria search criteria search criteria articles (%)

Management Communication Quarterly 0893-3189 1.109 9 3 3

Management Decision 0025-1747 1.078 26 1 1
Management Science 0025-1909 2.221 7 1 1
Organization 1350-5084 1.488 12 2 2
Organization Science 10.47-7039 3.800 51 9 8
Organization Studies 0170-8406 2.339 49 2 1 3
Personnel Psychology 0031-5826 3.367 5 2 2
Public Management Review 1471-9037 1.295 18 1 1
Research in Organizational Behavior 0191-3085 4.833 5 6 6
Scandinavian Journal of Management 0956-5221 1.108 15 5 5
Strategic Management Journal 0143-2095 3.583 28 1 1
Strategic Organization 1476-1270 2.727 9 2 2
Sum n ¼ 38 840 102 6 100
Other journals and articles identified by search criteria n ¼ 80 $ 1.0 500 0
Note: Number of articles exposed by primary search criteria ¼ 1,340; Number of selected articles ¼ 108; Percent of selected articles ¼ 8
Organizational

practice

1007
change as

Table I.
JOCM Although the relevance of substance and context to organizational change is
26,6 acknowledged among scholars, one dominating assumption seems to be that
organizational change practices are universal in nature (Kotter, 2007; Martin et al.,
2009; Miles, 2010; Schaffer, 2010). Opposite views do exist, but they are a minority. In
their literature review on dualities in organizing, Graetz and Smith (2008, p. 274)
highlight the difference between the “hardware and the software of strategizing”, the
1008 difference between practice and praxis, suggesting that both are necessary in
organizing. The reasons for emphasizing universalities could be many: First, universal
patterns are easier to understand and prove. Second, the nature of particular practices
is peculiar. Particularities are difficult to learn externally as they are constructed in the
context dependent “practical wisdom”, which in turn puts great challenges on the
empirical research methodologies that might require long-time participation and
auto-ethnography. Third, although gaining growing interest among scholars,
sociological poststructuralist approaches in organizational research are still
considered marginal.
The second identified mundane assumption in this research concerns change
resistance, which is often approached as a phenomenon that is generated as a result of
change (Danisman, 2010) provoking the taken-for-granted assumption that resistance
is targeted towards the change itself (Levay, 2010). For example, an extensive, 60-year
review of quantitative studies on change recipients’ reactions to organizational change
by Oreg et al. (2011), shows that studies focusing on reasons to resist change beyond
change per se (simultaneous consideration of practice, practitioners and praxis) are
marginal.
The third taken-for-granted assumption revealed by the review is that change
practitioners act as members of groups defined by organizational hierarchy. These
taken-for-granted practitioner groups are for example the top management (Barron
et al., 2010; Ndofor et al., 2009; Zhang and Rajagopalan, 2010), the middle management
(Lüscher and Lewis, 2008; Plowman et al., 2007; Rouleau and Balogun, 2011) or the
change agents (Schwarz et al., 2011; Stensaker and Langley, 2010).
Next, the taken-for-granted assumptions of organizational change are further
analyzed utilizing the three primary dimensions commonly used in practice theory;
practices (change-making), praxis (how change takes place), and practitioners (the
actors involved) (Jarzabkowski, 2003; Vaara and Whittington, 2012). A summary of the
analysis is presented in Table II, comparing the more traditional, dominating
assumptions with the slowly emerging critical assumptions in the field of
organizational studies. Examples of the key root references for the traditional view
is for example Kurt Lewin (1951), and for the critical view for example Andrew
Pettigrew (born in 1944) (Buchanan et al., 2005; Whittle et al., 2010).

A critical analysis of the taken-for-granted assumptions utilizing the

practice theory lens
Organizational change practices
Practices are dimensions of activity within socially constructed context, such as rules,
tools, methods, meetings, socio-material practices, and discoursive practices (Garfinkel,
1967; Jarzabkowski and Seidl, 2008; Orlikowski, 2007). Scholars offer interesting
insights to organizational change practices such as leadership approaches, planning
methods, strategy processes, personnel engagement, conflict management, and
 Organizational
Traditional view Selected examplars Critical view Selected examplars
change as
Practice practice
Organizational change Kotter (2007), Martin Organizational change Buchanan et al.(2005),
practices are universal et al.(2009), Miles (2010) practices are particular Graetz and Smith
in nature within context (2008), Whittle
et al.(2010) 1009
Praxis
Change resistance is Cameron (2008) Resistance is about Erkama (2010), Thomas
about resisting the Danisman (2010), Oreg resisting human action, and Hardy (2011),
planned changes et al.(2011) power, or practitioners Vaara and Tienari
holding the power of (2011)
change
Practitioners Table II.
Change practitioners Cinite et al.(2009), Clark Change practitioners Battilana (2011), Nag The taken-for-granted
act upon their and Soulsby (2007), act upon emotional, et al.(2007), Schwarz assumptions on
organizational Rouleau and Balogun contextual and identity et al. (2011) organizational change as
hierarchy groupings (2011) factors practice

communication practices (Currie and Lockett, 2007; Ford et al., 2008; Pache and Santos,
2010; Stensaker et al., 2008).
Following the re-growing interest on practice theory (Baxter and Chua, 2008),
discursive practices are also becoming popular means to approach organizational
change (Grant and Marshak, 2011). This important trend leverages our understanding
of organizational change because discourse is the practice through which change
evolves together with other practices. The logic of discourse does not necessarily
follow official organizational hierarchies, since discourse evolves also through partial
organizations and networks (Ahrne and Brunsson, 2011; Schwarz et al., 2011).
Discourse is the key place, reality and process through which organizational change is
made sense of, formulated, and practiced (Grant and Marshak, 2011; Stensaker and
Falkenberg, 2007). The assumption that organizational change practices are universal
in nature is thus challenged, because according to practice theory, human action and
discourse are particular within context (Gunder, 2010; Sherrard, 1991; Whittington,
2006). In fact, applying universal practices as “best practices” might condition
organizational change in practice by overemphasizing techniques over contextual
factors and by ignoring rhetorics or contextually dominating discursive norms.

Organizational change praxis

Praxis is the intellectual dimension of human action (Schatzki, 2002). In praxis,
individual behavior constructs within social practices. The change initiative and the
organization affect each other over time through individuals’ talk, and thus, the final
form of change result is impossible to fully predetermine because it is a product of
multiple local discourse involving reinterpretation, recitations and interests
constructed during the discourse (Detert and Pollock, 2008; Stensaker and
Falkenberg, 2007; Whittle et al., 2010). In other words, people’s talk influences the
change and the change influences people’s talk. As these discourses construct and
develop, they may become mythically colored stories that either support management
or play against the change initiative or even expose failure (Bathurst and Monin, 2010;
JOCM Schwarz et al., 2011). A story, whether true or not, is an example of organizational
26,6 change praxis, as praxis brings out the human intervention inside change
implementation processes.
Praxis unfolds for example within choices, details, events, sensemaking, and
resistance, all influenced by emotions (Avey et al., 2008; Rouleau and Balogun, 2011;
Stensaker and Langley, 2010). Frustration, anger and fear are examples of the negative
1010 emotions that organizational change may provoke in employees (Fugate et al., 2008;
Liu and Perrewé, 2005). Some people remain silent out of fear of negative personal or
professional consequences. Employees in avoiding the unpleasant characteristics of
fear may develop fear-based silence behavior (Kish-Gephart et al., 2009). On the other
hand, positive emotions, employees’ positive resources and positive psychological
capital may significantly contribute to the success of any organizational change by
defeating negative reactions, such as cynicism and deviance (Avey et al., 2008).
Change resistance, that is the employees’ undesirable attitude or behavior in
response to the management’s change efforts as they try to maintain the status quo, is
a widely accepted phenomenon in organizational studies (Erkama, 2010; Stensaker and
Langley, 2010; Zoller and Fairhurst, 2007). Social learning and local context are
important factors for an individual in deciding whether to approve change initiatives
and participate in them (Bercovitz and Feldman, 2008). Frustration and negative
emotions may lead to change resistance, even crisis (Danisman, 2010; Levay, 2010).
However, because resistance is thoughtful, Ford et al. (2008) propose that resistance
can be seen as a valuable asset for change since it may generate scrutiny and
well-considered counterarguments, and thus, in some cases lead to a positive spur in
the change discussion.
Praxis in the change literature is approached less universally than practices, due to
the evident relevance of human action and the fact that praxis is a core dimension of
practice theory (Vaara and Whittington, 2012). In the literature, an example of the
taken-for-granted assumption in praxis is, however, identifiable. Change resistance,
although linked to social learning and local context, is largely considered about
resisting the planned changes (Cameron, 2008; Danisman, 2010; Bercovitz and
Feldman, 2008). To practice theorists, human action and power are central in social
change (Bourdieu, 1990; Foucault, 1984). Following this analogue, change resistance is
not necessarily about resisting the actual change, but it could as well be about resisting
human action, power, or practitioners holding the power of change. Change, in this
critical view, would then represent an excuse, a possibility space for resisting activity,
which ultimately becomes a power battle between individuals, their wills and emotions
(Vaara and Tienari, 2011). Change resistance is thus a competition about power, about
who gets to decide or who has the authority over others. These competitions are
particular within context because the struggles are unique among individuals, but they
are also universal as a phenomenon since power struggles, visible or not, are
everywhere (Foucault, 1988). Treating resistance as a duality between current and
future organizational models, conditions organizational change practices to
overemphasize change methods, tools, and mechanistic justifications and to
underemphasize humanity and emotionality.
Organizational change practitioners Organizational
A critical element that ties change practitioners together is organizational identity change as
(Clark et al., 2010). Organizational identity inheres in work practices, so that the
cognitive dimension of identity “who we are as an organization” needs to be practice
complemented by another dimension that involves “what we do as a collective” (Nag
et al., 2007). According to Ravasi and Phillips (2011) identity claims should mirror and
communicate the desired organizational image, and this may lead to identity drift, 1011
which is a gradual identity change that can be explained by misalignment of past and
future beliefs, and may cause identity discrepancy. An organization may also create a
transitional identity as one response to organizational change, because it helps people
to let go of their former organizational identities and build new ones (Clark et al., 2010).
Similarly, through splitting identification, individuals may choose the elements they
value in the current identification while simultaneously seeking out new elements
through change (Gutierrez et al., 2010).
One taken-for-granted assumption in the literature is that the change practitioners
act as their organizational hierarchy grouping indicates, such as the board, the CEOs,
the top management, the middle management, or the change agents (Clark and
Soulsby, 2007; Greve and Mitsuhashi, 2007; Schwarz et al., 2011; Stensaker and
Langley, 2010; Zhang and Rajagopalan, 2010). Another widely used grouping of
change practitioners is to categorize individuals either as the change promoters or the
change recipients (Palmer, 2008; Stensaker and Falkenberg, 2007). These groupings are
perhaps utile in analyzing organizational change, but following the logic of practice
theory, human action in social structures is a complex phenomenon and indicates a
need to look beyond the taken-for-granted practitioner groupings.
An interesting option to group objects is offered for example by Foucault (1966,
p. 13), in “The order of things”, who refers to a text that quotes “a certain Chinese
dictionary”. According to this example animals were grouped as follows: “a) the ones
that belong to the Empire, b) the embalmed ones, c) the tamed ones, d) pigs, e)
mermaids, f) legendary, g) running dogs, h) the ones that are categorized here, i) the
ones that rampage like crazy, j) the countless, k) the ones that are drawn with fine
camel’s hair brush, l) and so on, m) the ones that just broke a crock, l) the ones that from
far remind a fly.” This grouping departs from the universal, and as such illustrates that
alternative and particular, even utopian, approaches to thinking are possible. If
organizational change practitioners are grouped and treated purely as universal
groups based on the organizational hierarchy, it might limit the way practitioner roles,
actions and motivations are analyzed and practiced. For example, since organizational
identity strongly influences the way change is experienced among practitioners, this
critical view highlights the need to explore further the origins and varieties of these
identities.

Manifestation of particularity in organizational change as practice

The key finding and message of this research is that organizational change in practice
is a manifestation of particularity. Change provokes the reality in man bounded by his
social arena, which is constructed of particular factors, such as power (struggle is part
of life), phronesis (social codes do exist), and conflict (tension is in the heart of change)
(Erkama, 2010; Farjoun, 2010; Schatzki, 2002; Smith and Lewis, 2011). Based on the
review, the current discourse of organizational change seems to overlook this social
JOCM arena and focuses instead on a slightly naı̈ve puzzle of communicative reason for
26,6 change (promotion of discourse centered change management), episteme (promotion of
strategy and planning driven change initiation) and consensus (promotion of striving
towards consensus whilst admitting the challenges).
Bent Flyvbjerg (1998) in his article “Habermas and Foucault: thinkers for civil
society?” offers a thorough analysis of how universality and particularity are central
1012 elements in understanding social change. Drawing on his research and focusing on the
tension between consensus and conflict which is deeply characteristic to organizational
change (Smith and Lewis, 2011), this study proposes a critical view on organizational
change as practice. The critical view promotes the relevance of particularity, because
organizational change in practice is about power, phronesis and conflict, all
interrelated and context dependent phenomena in change, illustrated in Table III.
Building on the above examples on how particularity is manifested in the literature,
and in order to clarify the results of this research, a theoretical model is developed. This
theoretical model is named as “the paradox of organizational change as practice”
(Figure 1). The model compares the key elements of organizational change as practice
(practice, praxis and practitioners) from two different perspectives; the perspective of
unversality and the perspective of particularity, and shows that the universal approach
creates an illusion of control over change, and the particular approach reveals the

Power Phronesis Conflict

Practice
Systemic power balance is Practice can be better Change as practice provokes
controlled by institutional understood through phronesis, multiple tensions in multiple
(particular) practices, not by as phonesis explains the directions creating a particular
the management particular in practice complexity (e.g. Smith and
(e.g. Jarzabkowski, 2003) (e.g. Gunder, 2010) Lewis, 2011)
Praxis
Action exercises power Phronesis is the “practical The central tension to social
departing from the particular wisdom” learned over time change between consensus
(e.g. Flybjerg, 1998) through praxis, the particular and conflict is challenged by
social action (e.g. Flyvbjerg, particularity within praxis
2001) (e.g. Flyvbjerg, 1998)
Practitioners
Discourses of different Phronesis reveals practitioners’ Commitment of multiple
organizational practitioners insightful deliberation to action, stakeholders with competing
impact the power and thus, requires demands may be shaped with
development, which is thus not understanding also about the particularities, such as
static nor universal particular as “action is about rhetoric-in-context
(e.g. Erkama, 2010) particulars” (e.g. Aristotle in (e.g. Jarzabkowski and Sillince,
Schatzki, 2002) 2007)
Manifestation of particularity in organizational change as practice
Power is hidden in practice, Phronesis is the social code of Conflict is a fundamental
Table III. exercised in praxis, and practice among practitioners in element in change. In social
The manifestation of demonstrated by the action. Particularity is thus context, conflicts are
particularity in practitioners. Power is woven manifested in every relevant particular because social
organizational change as in each organizational change aspect of organizational change contexts are particular
practice in a particular way
 Organizational
change as
practice

1013

Figure 1.
The paradox of
organizational change as
practice

inability to control change. The model also invites to look deeper into the tensions
between ideal and real, intention and implementation (Flyvbjerg, 1998; Smith and
Lewis, 2011). Overall, this theoretical framework opens many interesting paths for the
future research and is open for further development.

Conclusions
The purpose of this research was to challenge some taken-for-granted practices related
to organizational change and find out how organizational change as practice is
conditioned by these mundane assumptions. The literature review resulted in three
examples of taken-for-granted assumptions in the current organizational change
literature:
(1) organizational change practices are universal in nature;
(2) change resistance is about resisting the planned changes; and
(3) change practitioners act upon their organizational hierarchy groupings.
Although these findings are interesting as such, their combined message is even more
powerful; organizational change literature reveals certain taken-for-granted
assumptions, and it tends to approach change rather through universalities than
particularities.
By approaching organizational change through practice theory, the change theories
become more practical, and the change practices more theoretical. Analyzing
organizations as sets of practices instead of units of people, plans, and execution
processes, reveals the actual complexity of the complexities regarding organizational
change. This study proposes that what is commonly treated as universal, is, in fact
particular. This finding is fundamentally important to all organizational scholars and
practitioners. For example, if management seeks consensus through practical
reasoning through discursive processes but underestimate power, phronesis or
conflict, officially lead discourse may become superficial. Or if change discourse is
guided between hierarchical groups of the organization neglecting the more complex
groupings of individuals, discourse may become detached from the reality where the
true power lays. Practice approach, thus, brings the human nature and social sciences
in to the skin of organization theory highlighting the importance of power and context
JOCM of human action in the social arena. Practice theory benefits from widening the
26,6 discussion towards organizational change, as it has so far concentrated mostly on
strategy and leadership.
The implications of this study to further organizational change research are
numerous. Above all, the proposal that the dominating discourse on organizational
change involves some taken-for-granted assumptions which might condition the way
1014 organizational change is practiced and studied, challenges scholars to question further
the ways organizations are studied and perhaps draw more attention to sociality and
social structures in the future research. Many interesting questions and possible research
avenues follow this path: If universal change practices are not applicable, even adjusted,
to what extent practices ought to be generalized? To understand this dilemma further,
more research is needed to explore the relationship between particularities and
universalities in organizational change (Flyvbjerg, 1998). What are the appropriate
research methodologies to study change as social practices? One direction worth further
examination might be the narrative methodologies, as they can contribute in many ways
to understand organizational practices (Fenton and Langley, 2011). If organizational
change resistance is mostly about power struggles and not so much about the change
itself, what does it mean to organizational research, research questions and
methodologies that focus on resistance? One interesting avenue for future research is
to approach organizational change resistance as sets of power struggles (Erkama, 2010).
Or, if there are more important and influential practitioner groups inside an organization
than previously presumed, how can we identify and analyze those groups and agencies?
Future research could elaborate the way invisible or unpredictable social networks
evolve and change in organizations (Ahrne and Brunsson, 2011). Overall, future research
should critically analyze not only the taken-for-granted assumptions but also the taken
for-granted practices and the way they condition organizational change research and
practices (Vaara and Whittington, 2012).
The practical implications of this study relate more than anything to understanding
the central role of sociality in organizations and the particularity of context it
generates. It is important to see that the complexities in organizational change are
particular, as one social context is different to another. This might partially explain the
poor success rates of organizational change. The results of this research might also
help practitioners to better understand the obstacles in their change attempts, as
organizational change is perhaps much more complex process than generally
anticipated and thus, requires careful consideration before initiating one.

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About the author 1019

Noora Jansson has an MBA in Marketing from Oulu University, and la Maı̂trise de Sciences de
Gestion from Université Paris XII Val de Marne. Currently, she is doing her PhD in Management
in Oulu University. Complementary to her research oriented towards organizational change, the
author has over ten-years’ experience in organizational leadership and development from both
private and public sectors. Noora Jansson can be contacted at: [email protected]

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