Learning From Collaborative Action Research in Three Organizations: How Purpose Activates Change Agency

The Journal of Applied Behavioral Science, vol. 59, pp. 617–646

Abstract

Based on a 2-year collaborative study, this paper explores purpose as an enabler for change agency during the integration of new organizational concepts. We followed three organizations that attempted to actively use purpose to motivate and negotiate innovation-based change initiatives in their respective organizations. Data were gathered through a set of interviews and collaborative inquiry workshops, conducted individually with each organization and collectively with all three. Based on the data, the paper systematically analyzes five ways of how purpose may activate change agency. Moreover, the paper suggests that activation of distributed change agency can support the management of contextual ambidexterity. This study also points toward how other organizations can use the acquired knowledge, both from the study and the collaborative inquiry process.

Authors 4

1. Johanna E. Pregmark corresponding Aachen

   Institute for Management of Innovation and Technology · Chalmers University of Technology · RWTH Aachen University

   Affiliation as printed

   Center for Higher Ambition, Gothenburg, Sweden

   Chalmers University of Technology, Gothenburg, Sweden

   RWTH Aachen, Aachen, Germany

   The Institute for Management of Innovation and Technology (IMIT), Gothenburg, Sweden

2. Tobias Fredberg Aachen

   Chalmers University of Technology · RWTH Aachen University

   Affiliation as printed

   Center for Higher Ambition, Gothenburg, Sweden

   Chalmers University of Technology, Gothenburg, Sweden

   RWTH Aachen, Aachen, Germany

3. Rita Berggren

   Chalmers University of Technology

   Affiliation as printed

   Chalmers University of Technology, Gothenburg, Sweden

4. Björn Frössevi
   Affiliation as printed

   Center for Higher Ambition, Gothenburg, Sweden