Intentional change theory at the organizational level: a case study

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Abstract
Purpose – The purpose of this paper is to examine the application of intentional change theory (ICT) at the organizational level through the lens of a case study. Design/methodology/approach – This paper is a case study of Roadway Express, a leading transportation provider of industrial and commercial goods throughout North America, which embarked on a journey of cultural transformation in 1999, using a popular change process known as appreciative inquiry (AI). The Roadway case study illustrates both the theory of intentional change and the method of AI in use and provides a platform upon which to observe change at the organizational level. Findings – Roadway Express serves as a solid benchmark for organizations considering how to succeed in cultural transformation. The implementation of the philosophy and methodology of appreciative inquiry, played a key role in that success. Analysis shows the link between ICT and AI. From this observation, ICT emerges as a stand-along theory upon which to interpret the success of Roadway's organizational change efforts. Practical implications – Drawing insight from the Roadway case study, ICT provides us with a comprehensive model for understanding how to approach and sustain change at the organizational level. Originality/value – For the past three decades, most of the work using intentional change theory has focused on individual change. This paper presents a different view of the same theory, this time at the organizational level. This insight may be of interest to leaders, managers and change agents.

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