Evolutionary change stimuli and moderators – evidence from New Zealand

Abstract

Purpose – The review of contemporary organisational change theories identified one theory which seemed relevant to explaining the organisational change phenomenon in public enterprises – Van de Ven and Poole’s (1995) Evolutionary Change Theory (ECT). However, further review of the management literature revealed its limitations in explaining change, particularly in public enterprises. The theory fails to identify the triggers of change and the roles of various stakeholders, and the purpose of this paper is to enhance model of the ECT and appraise it. Design/methodology/approach – Researchers continue to highlight the need to examine context when examining a change process; therefore, the authors utilised a process research approach to examine changes in the New Zealand electricity industry over the past four decades. As the approach is a flexible one, it allowed exploration of the critical features of change. Findings – Analysis revealed compelling evidence of two new proposed stages to the ECT which operated in conjunction with external environmental influences that acted as stimuli for change. Research limitations/implications – The research provided insight into the various influences on organisational change, particularly public enterprises. It confirms the previously ignored power of the external environment and the role of stakeholders in influencing organisational change. Originality/value – The research advances current understanding of organisational change as it offers an enhanced model of the ECT by identifying the trigger for organisational change in public enterprises. Furthermore, it finds different stakeholder groups with the ability to influence the organisational change process.