Abstract
Organizational transitions can evoke a range of reactions and emotions among employees, departments, stakeholders, and leaders. To effectively manage the transition, it is crucial to comprehend how organizations experience and design change to navigate the various challenges of the transition process. This study investigates how changes in the working environment of the catering staff of a convention centre in the Netherlands led to the formation of a close-knit community that not only embraced the change but also developed innovative approaches for addressing local and social challenges. We draw on interviews with 16 individuals from the organization and use social practice theory to show the interconnected elements of practices that collectively constitute a creative approach to change. The study reveals that leadership and support are crucial competencies for promoting the participation and engagement needed to turn a crisis into an opportunity for both the organization and its stakeholders.
Keywords
social practice theory; creative practice; organisational change; transition design
DOI
https://doi.org/10.21606/drs.2024.1067
Citation
Hajiamiri, M., Calabretta, G., Lloyd, P., and Korkut, F. (2024) From Crisis to Transformation: The Role of Creative Practices in Organisational Transitions, in Gray, C., Ciliotta Chehade, E., Hekkert, P., Forlano, L., Ciuccarelli, P., Lloyd, P. (eds.), DRS2024: Boston, 23–28 June, Boston, USA. https://doi.org/10.21606/drs.2024.1067
Creative Commons License
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License
Conference Track
Research Paper
Included in
From Crisis to Transformation: The Role of Creative Practices in Organisational Transitions
Organizational transitions can evoke a range of reactions and emotions among employees, departments, stakeholders, and leaders. To effectively manage the transition, it is crucial to comprehend how organizations experience and design change to navigate the various challenges of the transition process. This study investigates how changes in the working environment of the catering staff of a convention centre in the Netherlands led to the formation of a close-knit community that not only embraced the change but also developed innovative approaches for addressing local and social challenges. We draw on interviews with 16 individuals from the organization and use social practice theory to show the interconnected elements of practices that collectively constitute a creative approach to change. The study reveals that leadership and support are crucial competencies for promoting the participation and engagement needed to turn a crisis into an opportunity for both the organization and its stakeholders.