Variations in strategic change cycle: Thailand's office board of investment, tri-county foundation and UN Women Egypt as case studies

Shaimaa Magued

Review of Economics and Political Science, 2023, vol. 10, issue 2, 134-150

Abstract: Purpose - Combining two organizational change theories, life cycle and organizational development, this study examines how strategic change cycle has been adopted and implemented across three different organizations, a public organization, an NGO and an intergovernmental organization toward achieving their goals. Design/methodology/approach - This study triangulates three different qualitative research methods: open-ended semi-structured interviews conducted with UN Women Egypt's director, text analysis of the three organizations' websites and the discourse analysis of the Tri-County Foundation's leaders. Findings - Strategic change cycle has been differently formulated, adopted and implemented by the three organizations based on their goals, resources and contexts. While Office Board of Investment adopted a comprehensive reactive change, Tri-County Foundation followed a partial proactive transformation and UN Women Egypt developed a partial reactive strategy. Henceforth, public organizations and nonprofit organizations can develop different strategies of change in function of needs, resources, goals and context. Originality/value - This study advances a theoretical framework on organizational change by integrating two theories, life cycle and organizational development, presenting four patterns of change: comprehensive reactive, comprehensive proactive, partial reactive and partial proactive.

Keywords: Strategic change cycle; Life cycle theory; Organizational development; Organizational change (search for similar items in EconPapers)
Date: 2023
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Persistent link: https://EconPapers.repec.org/RePEc:eme:repspp:reps-09-2022-0066

DOI: 10.1108/REPS-09-2022-0066

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