Organizational change structures: exploring the organizational conditions for sustainable change in the agro-industry

Abstract

Purpose

The paper starts from an observation of a discrepancy between the ambitions for sustainable change in the agro-industry and the actual changes being implemented. We offer one possible explanation by investigating the organizational structures conditioning change in this industry.

Design/methodology/approach

We apply a case study methodology, focusing on the Danish pig industry and its organizational conditions for change. Based on interviews and document analysis, and building on systems theory, we develop the concept of change structures, understood as decision premises that guide the change of further decision premises.

Findings

The analysis suggests that the pig industry’s change structures predominantly enable changes that cut costs and optimize the production, which may conflict with and possibly foreclose the changes needed to realize the industry’s sustainable ambitions. This conflict and its implications are not acknowledged by the industry.

Practical implications

The analysis indicates that the industry may be locked in its current form of organizational change. We suggest a way to overcome the lock-in by fostering organizational mechanisms that enable alternative interpretations to emerge internally. Without this, achieving the required sustainable change in the industry may hinge on stronger external regulation and support.

Originality/value

Conceptually, the notion of change structures supplements actor-oriented analytical approaches that focus on change agents and sense-making. Empirically, we contribute with an analysis of the conditions of possibility for sustainable change in an important yet understudied industry in organization studies; namely, the conventional agro-industry.

Citation

Knudsen, M. and Kishik, S. (2024), "Organizational change structures: exploring the organizational conditions for sustainable change in the agro-industry", Journal of Organizational Change Management, Vol. 37 No. 5, pp. 1012-1029. https://doi.org/10.1108/JOCM-04-2023-0142