How Humanitarian Culture Informs Change Adoption: A Case Study of Humanitarian Logistics

Rebecca Walton (), Robin Mays () and Mark Haselkorn ()
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Rebecca Walton: Utah State University
Robin Mays: University of Washington
Mark Haselkorn: University of Washington

Chapter 7 in Advances in Managing Humanitarian Operations, 2016, pp 135-157 from Springer

Abstract: Abstract This chapter presents a longitudinal case study of change management within a geographically distributed emergency logistics team at a large international humanitarian organization. We found four categories of factors affecting change adoption: (1) individual barriers to change, (2) individual drivers of change, (3) collective barriers to change, and (4) collective drivers of change. These factors reflected specific instances of humanitarian culture at play in influencing whether change is adopted. Our findings identified not only singular factors but, more importantly, the interplay among factors that contributed to the ultimate outcome—whether change was adopted. Key findings include that (1) individual barriers have a stronger influence for advancing or inhibiting change in humanitarian teams and (2) collective factors establish an environment that can either catalyze or prohibit individual change factors. These findings have practical implications for facilitating change adoption in humanitarian organizations.

Keywords: Change management; change adoption; humanitarian culture; logistics; humanitarian organizations; longitudinal research (search for similar items in EconPapers)
Date: 2016
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Persistent link: https://EconPapers.repec.org/RePEc:spr:isochp:978-3-319-24418-1_7

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DOI: 10.1007/978-3-319-24418-1_7

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