Rethinking Organizational Change: A Person-Centered View of Change Patterns

What is it about?

This article addresses the long-standing challenge of fragmentation in organizational change research. While many studies identify key factors that drive or hinder change, most have examined these elements separately, overlooking how they interact in real organizational settings. The authors argue that this narrow focus limits understanding of how change actually unfolds. To address this gap, the paper proposes a person-centered approach that captures the complex interdependencies among change-related factors. That approach is implemented through latent profile analysis (LPA), a statistical technique designed to uncover distinct profiles or subgroups within a dataset. By applying this method to organizational change, researchers can move beyond isolated variable analyses to identify meaningful configurations that reveal how organizations experience and respond to transformation. The authors provide a clear, step-by-step guide and show how this approach makes the study of change more comprehensive and insightful. For researchers and practitioners, the paper offers practical guidance on how person-centered methods can reveal hidden patterns in organizational dynamics. Using techniques like LPA helps identify subgroups within organizations that may face different challenges or respond differently to change initiatives. Understanding these differences can lead to more targeted interventions and a deeper appreciation of the diversity within change processes.

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Photo by Markus Winkler on Unsplash

Photo by Markus Winkler on Unsplash

Why is it important?

This work contributes to organizational change scholarship by promoting a methodological shift from isolated variable analysis to a more holistic, profile-based understanding. It highlights the value of recognizing that change processes are multidimensional and that meaningful insights emerge when researchers consider how factors combine and interact. The article not only advocates for but also demystifies the use of person-centered approaches, making them more accessible to a wider audience. In an era when organizations face increasingly complex and unpredictable environments, this framework is especially timely. By illustrating how person-centered research can capture the diversity and intricacy of change experiences, the paper offers a valuable tool for improving both academic inquiry and practical change management. It encourages a broader, more nuanced view of how change succeeds—or fails—across different organizational contexts.