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Models of Organizational Change and the Adoption of Web Technologies : Encapsulating Participation

A considerable gap is apparent between the rather sophisticated theories of change that analyze how and why change occurs and the practice-oriented focus of the implementation and guidance of actual change processes. This paper attempts partially to close this gap by illustrating how recent developments in change theory may be useful in understanding the actual adoption and implementation of emergent Internet technologies. Empirically, the paper draws on two surveys of Internet-technology adoption by Nordic banks and manufacturers. The point of departure is Van de Ven and Poole’s (1995) identification of four basic types of theories regarding change processes: life cycle, teleological, dialectical, and evolutionary theories. These theories all encapsulate planned change processes in that they can explain actual processes and outcomes. Combined with specific research they may also help to explain why key persons’ participation in the Internet banking projects is only weakly associated with greater agreement, more congruent frames, and better outcomes. Furthermore, they can enrich the perceptions of participants in actual projects. On this basis we argue for more comprehensive diagnostic models of organizational development and for research strategies that explicitly incorporate practitioner views.