Intervention Research as a Driver of Organizational Development and Change: A Framework for Organizational Agility and Performance

Abstract

In our ever-changing VUCA world, organizations that do not develop agility capabilities are likely to have difficulty surviving. This article examines two intervention research perspectives of system-wide planned change that emerged in the field of organization development and investigates how each change process establishes enhanced organizational learning mechanisms and agility. This article captures the key features of two intervention research approaches: the socio-economic approach to management (SEAM) and intervention research in management (IRM). Following a systematic comparison, we present a conceptual framework that captures the impact of intervention research on learning mechanisms, organizational agility, and organizational outcomes. Directions for future research and practice are identified and explored.