Reconceptualizing Organizational Change Implementation as a Communication Problem: A Review of Literature and Research Agenda

Abstract

Organizational scholars have acknowledged the importance of communication processes in explanations for organizational change processes, but have focused primarily on the invention, design, adoption, and responses to planned changes. Communication perspectives have largely ignored the means by which change programs are installed and by which users come to learn of such programs. The goal of this chapter is to demonstrate how a communication perspective can enhance understanding of implementation activities. Factors that influence when and how innovations are utilized in organizations are examined. Six major areas of literature in implementation of planned organizational change are reviewed: (a) general approaches to implementation, (b) strategies and tactics for change implementation, (c) characteristics and factors related to change agents, (d) contingencies that affect implementation, (e) strategic planning and implementation, and (f) themes and recommendations in the practitioner literature. In the final section of the chapter, a research agenda for communication scholars in this area of organizational science is proposed. The agenda focuses on interaction during implementation and communication-related structures regarding implementation. Further, it is argued that these foci should be investigated within both formal and informal implementation activities.