Intentional change theory at the organizational level: a case study

Abstract

PurposeThe purpose of this paper is to examine the application of intentional change theory (ICT) at the organizational level through the lens of a case study.Design/methodology/approachThis paper is a case study of Roadway Express, a leading transportation provider of industrial and commercial goods throughout North America, which embarked on a journey of cultural transformation in 1999, using a popular change process known as appreciative inquiry (AI). The Roadway case study illustrates both the theory of intentional change and the method of AI in use and provides a platform upon which to observe change at the organizational level.FindingsRoadway Express serves as a solid benchmark for organizations considering how to succeed in cultural transformation. The implementation of the philosophy and methodology of appreciative inquiry, played a key role in that success. Analysis shows the link between ICT and AI. From this observation, ICT emerges as a stand‐along theory upon which to interpret the success of Roadway's organizational change efforts.Practical implicationsDrawing insight from the Roadway case study, ICT provides us with a comprehensive model for understanding how to approach and sustain change at the organizational level.Originality/valueFor the past three decades, most of the work using intentional change theory has focused on individual change. This paper presents a different view of the same theory, this time at the organizational level. This insight may be of interest to leaders, managers and change agents.