Processes of Organizational Purpose Change

Abstract

This dissertation draws on interviews, observation and archival materials, to explore how a Jewish Services Organization changed its purpose due to external and internal pressures. Past research shows that organizations can change their purpose, but how they do so has not been explicated, and further knowledge of which would help organizations adapt to their changing realities more efficiently. This dissertation explores the underlying mechanisms of organizational purpose change in organizations that have historically operated with a clear and intentional raison d'être, which is widely embraced by organizational members. The purpose change process is shown to be (a) co-creative such that multiple stakeholders, both internal and external, are involved in this process; (b) conflict-laden such that the change process can lead to latent identity splits within organizations to resurface; (c) dynamic such that it leads to continuous changes around the meaning and interpretation regarding purpose in the organization; and (d) most successful when focused on renewal such that it allows organizations to maintain continuity with their past and their identity while embracing new directions. By explaining this process, this dissertation contributes to our understanding of purpose change in organizations and elaborates on theoretical interlinkages of organizational purpose with organizational identity content and organizational identity complexity, an understanding of which can lead to successful (or unsuccessful) efforts to change the purpose of an organization.