liu.seSearch for publications in DiVA
Change search
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • oxford
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf
Enabling change within new forms of organisations: an empirical investigation of change patterns and stakeholder influence on core intermediary activities
Linköping University, Department of Culture and Society, Centre for Local Government Studies. Linköping University, Faculty of Arts and Sciences.
Halmstad Univ, Sweden.
2020 (English)In: Journal of Organizational Change Management, ISSN 0953-4814, E-ISSN 1758-7816, Vol. 33, no 6, p. 1041-1070Article in journal (Refereed) Published
Abstract [en]

Purpose Although previous research has highlighted the importance of innovative intermediary services that are delivered through cluster initiatives to foster own attractiveness and the development of business, little emphasis has been placed on examining the patterns and influencers of such a change in new organisational forms from a management perspective. The present study investigates the change patterns of core intermediary activities in cluster initiatives as well as the influence of various stakeholders on change in those core activities. Design/methodology/approach The empirical data of this work illustrates the general picture of change within new organisational forms and therefore emerges from a survey study carried out among numerous European cluster initiatives originating from different industries. The main propositions for testing have roots in and are discussed through the prism of Stakeholder Theory as well as entrepreneurship, change and intermediary (middle-hands, brokerage) literature. Findings The findings reveal that intermediary activities are under continuous change, and the changes appreciated by the initiative members tend to gradually increase in intensity over time. Internal stakeholders are actively engaged in the change process activities, and external stakeholders are too, but to a limited extent. This leaves space for creativity and action for the initiatives. Research limitations/implications This research combines stakeholder theory and literature on intermediation (new forms of organisations), change, and entrepreneurship. The outcome of the study might serve as a ground for theoretical classification of cluster initiatives as a particular type of intermediary in accordance with their specific occupation. This would add to the ongoing discussion on definition and typologies of intermediaries as well as lift the awareness on the peculiar constellation of stakeholders within these innovative organisations - their engagement expectations and level of involvement. Practical implications Knowledge on which stakeholders can turn to in the event that a special service is needed can shorten implementation times and improve the quality of services. This knowledge is a way to choose suitable and influential networking partners who can assist by pushing existing working mechanisms in a favourable direction. Social implications The study illustrates the patterns behind changes of intermediary activities/services over time, which would form solid ground for developing new methods to assist in achieving stakeholder satisfaction through cluster-initiative services. Therefore, this work can serve as a benchmarking example for traditional organisations that find themselves in "sleeping" mode or that aim for revitalization. Originality/value The contribution of change and engagement mechanisms to effectivization and innovativeness of organisations are highlighted as main value added of this research.

Place, publisher, year, edition, pages
EMERALD GROUP PUBLISHING LTD , 2020. Vol. 33, no 6, p. 1041-1070
Keywords [en]
Cluster initiatives; Intermediary; Intermediary activities; Change over time; Stakeholders influence
National Category
Business Administration
Identifiers
URN: urn:nbn:se:liu:diva-171050DOI: 10.1108/JOCM-01-2020-0026ISI: 000574649800001OAI: oai:DiVA.org:liu-171050DiVA, id: diva2:1485210
Available from: 2020-11-01 Created: 2020-11-01 Last updated: 2022-10-24

Open Access in DiVA

No full text in DiVA

Other links

Publisher's full text

Search in DiVA

By author/editor
Laur, Inessa
By organisation
Centre for Local Government StudiesFaculty of Arts and Sciences
In the same journal
Journal of Organizational Change Management
Business Administration

Search outside of DiVA

GoogleGoogle Scholar

doi
urn-nbn

Altmetric score

doi
urn-nbn
Total: 124 hits
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • oxford
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf