Exploring the Relational Model of Change as a Facilitator of Interorganizational Change Processes

Abstract

Organizational change is a dynamic field with rapidly evolving knowledge. Recent scholarship highlights gaps in understanding real-time change implementation and urges granular research in diverse contexts, particularly in interorganizational collaborations where complex problems are addressed by networks of partners. This paper explores how participants employed the relational model of change (RMOC) in two distinct interorganizational contexts to gain insight into the change process. Multiple case study and temporal analysis were used to compare how change played out in the two contexts. Findings reveal that both sites adopted RMOC interventions of boundary spanner roles, shared accountability, and current state assessments. These interventions were implemented differently, however, leading to varied progress toward goals. This study advances our knowledge of change processes and demonstrates, for scholars and practitioners, the RMOC's relevance for strengthening interorganizational collaboratives and organizational change, using granular data regarding the dynamic process of change.