Matching, not merging: how change agents deal with multiple organisation concepts

Abstract

Purpose Organisation concepts consist of prescriptive ideas concerning how to manage or organise. The simultaneous use of multiple concepts in an organisation may create synergies but also confusion and conflicts. This paper aims to explore how change agents deal with the simultaneous use of multiple organisation concepts within a single organisation. Design/methodology/approach A qualitative case study of a Norwegian energy company using lean, agile and design thinking. Findings The findings show that change agents compare the concepts with each other and recognise commonalities and differences. They also match individual concepts and tools to the nature of tasks, the different phases of projects/initiatives based on their perceived maturity or internal communities. Most agents emphasise similarities between concepts and complementarities between tools. This approach creates a versatile toolbox for improvement. Practical implications Companies making use of multiple organisation concepts should continuously discuss and actively manage the tensions that exist between concepts while establishing a unified approach and common culture for improvement. Originality/value This study offers a novel understanding of how change agents make sense of different approaches to improvement within a single organisation.