Catalysts of Change: An Activity Theory Perspective on Change Agent Selection - A qualitative study on how organizations perceive and select change agents

Abstract

Employing change agents is a widespread method adopted by organizations to facilitate and execute successful change initiatives, yet the actions surrounding their selection remain underexplored in academic discourse. Making use of qualitative research methods, such as conducting interviews with change practitioners located in Europe, this research investigates how various perceptions of the change agent role influence their selection activity across different organizations. The findings illuminate the reciprocal relationship between role perceptions and selection activity, suggesting that not only do existing selection mechanisms shape these roles but that the roles themselves can redefine selection criteria and methods. The study utilizes Engeström's Activity Theory model to analyze these interactions, highlighting the influence of organizational tools, community norms, and task allocations on these interactions. This investigation contributes to a deeper understanding of the strategic deployment of change agents in fostering organizational change, offering significant implications for both theory and practice.