Understanding Configuration and Transformation through a Multiple Rationalities Approach†

Abstract

Why are some transformational change attempts implemented while others are rejected? This study suggests that patterns of underlying multiple rationalities commitments help to explain. Data from four periods of configuration and 11 transformational change attempts spanning a 40-year organizational history are analysed using a multiple rationalities framework. The findings suggest that transformational change attempts are ubiquitous, that transformational changes are more likely to be implemented if supported primarily by value-based rationality, and that organizational members' support for an incumbent configuration increases over time. The conclusion calls for a reconceptualization of configuration, and the inclusion of rejected change attempts in future studies of change and stability.