How to successfully change an organization: management perceptions and practices

Abstract

Organizational development, change and adaptation are complex and challenging tasks that have been widely studied and debated, spanning from general change models and theories on organizational change, to change management theory and strategy literature. Even though issues surrounding organizational change have been extensively studied, the estimated success rates remain particularly low, thus keeping this kind of studies high in the research agenda. This article examines organizational change and adaptation in the context of institutional change. More specifically, the article examines the case of Valio, the biggest Finnish dairy company, and its reorganization and restructuring during the period surrounding Finland’s assessment to the EU in 1995. Valio’s case is particularly interesting since it involves a well-established “national institution”, with rich history and significant economic contribution to the national economy. The purpose of this paper is to explore how Valio’s managers perceived the organizational change efforts surrounding the period of EU accession and what change practices were followed. In doing so, the analysis adopts the comprehensive qualitative case study methodology having a descriptive and explorative approach. This approach involves several in-depth interviews with key Valio executives, stakeholders, and industry insiders. The analysis maps and identifies key themes and processes that characterized the change strategy and allowed for the successful organizational change.

How to successfully change an organization: management perceptions and practices