Just like a virus, change is spreading - A qualitative study exploring how continuous change within a logistic company is perceived and executed by managers

Abstract

Purpose: Together with a large logistic organisation, this paper investigates a change, called project S. This study explores the perspectives of the managers within the chosen case company, how they perceived, executed the change and how they experienced the effectiveness and sustainability of project S. Based on previous research, the various factors and the complexity of change, organisational change is vital to explore in order to pursue a better understanding of the processes. The purpose of this study is to provide a deeper understanding of how the managers perceived the change by exploring their lived experiences. Theory: This study applies Røvik’s (2011) virus theory providing six different stages of change in the phases of infectiousness, immunity, replication, incubation, mutation and dormancy. Røvik’s approach on organisational change provides a deeper understanding of the processes of change through different stages and the various challenges it might face. Method: The method used is a qualitative one, being 16 semi-structured interviews with managers at the logistic company. After collecting the empirical data, coding using thematization was used in order to discover patterns that can relate to the theory. Results: The main findings resulted in a thematic analysis creating themes connected to leadership in transition, communication through change and closure of continuous change. Within these themes, sub-themes were discovered and used to gain both a deeper understanding and a more elaborative result. The concise conclusion of the managers experiences, of project S with its sustainability and effectiveness, show connection to enhanced leadership style and adjusted communication techniques.