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Grounding strategic change practice in theory: the case of Avaya Ireland, 1992–2000
Author(s) -
Dwyer Graham,
Heracleous Loizos,
Doyle Ciaran
Publication year - 2003
Publication title -
strategic change
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.527
H-Index - 16
eISSN - 1099-1697
pISSN - 1086-1718
DOI - 10.1002/jsc.629
Subject(s) - structuring , process (computing) , process management , strategic management , organizational change , foundation (evidence) , change management (itsm) , strategic planning , quality (philosophy) , business , management , political science , public relations , marketing , computer science , economics , law , epistemology , philosophy , lean manufacturing , operating system
The Avaya Ireland story generates insights about how the European Foundation for Quality Management Model can be mobilized as a vehicle for driving organizational change. This paper describes the process of strategic change at Avaya Ireland and grounds the practical experience in recent strategic change management literature. The process of linking strategic change management theory to practice adds richness to the analysis by illustrating how radical change can be brought about by a perceived crisis based on changing environmental conditions. It also illustrates the use of applied frameworks by the organization as a guide for structuring and motivating strategic change. Copyright © 2003 John Wiley & Sons, Ltd.