The Process Research Approach

Examining process in organisation theory is not a recent event; its roots can be traced back to Greek and Roman philosophers (Bakken and Hernes, 2006; Hernes and Weik, 2007). Marx and Weber can be identified as early contributors towards highlighting the importance of process in social sciences (Bakken and Hernes 2006). Moreover, Heraclitus viewed reality as a constellation of processes rather than things (Van de Ven & Poole, 2005). According to Van de Ven and Poole (2005), the Heraclitian view of the world as a flow reflects a “process view” indicates movement is taking place and being considered (Hernes and Weik, 2007). This has been elaborated by Rescher (1996:10) as follows:

Process is fundamental: The river is not an object but an ever-changing flow; the sun is not a thing, but a flaming fire. Everything in nature is a matter of process, of activity, of change.

This distinction of viewing organisations through the lens of things (as noun) or processes (as verb) has been argued as being “weak” or “strong” forms of examining organisational change respectively (Tsoukas, 2005). Van de Ven and Poole (2005: 1379) suggest that Tsoukas (2005) expresses two contrasting view of the social world:

One, a world made of things in which processes represent change in things; the other, a world of processes in which things are reifications of processes.

Van de Ven and Poole (2005) proposed it is essential to consider this critical distinction about the nature of organisations. This is important as it challenges researchers to overcome the traditional approach of viewing organisations consisting of social entities and things. The alternative approach to viewing organisations is by considering them in a world of ongoing change. Additionally, Tsoukas and Chia (2002) asserted that viewing process seriously within an organisational change context asserts a “stronger” approach. which is truer to the essential meaning of change (Chia & Langley, 2004; Van de Ven & Poole, 2005).

3.2.1 The meaning of “process”

In organisational research the concept of “process” has been utilised in three ways: (i) the logic that explains causal relationship between independent and dependent variables, (ii) a category of concepts or variables that refer to actions of individuals or organisations, and (iii) a sequence of events that describe how things change over time (Poole et al., 2000). As discussed previously, the first explanation is utilised in a variance approach where process logic is utilised to explain how and why an independent variable exerts a causal influence on a

dependent variable but lacks direct observation of the process (Mohr 1982, Poole et al., 2000). The second conceptualisation of process is as a category of concepts where concepts are operationalised as measurable constructs. Hence, they can be measured as fixed entities whose attribites can vary along numerical scales. Studies examining research questions dealing with antecendents or consequences of organisational change utilise this approach to process (Poole et al., 2000). The third approach deals with process as a coherent sequence of events explaning how things evolve or change over time (Poole et al., 2000). This concept of process utilises a historical developmental perspective by focusing on the sequence of events that unfold over the duration of time of existence of the subject (Poole et al., 2000). While each of these approaches to process has its own advantages and drawbacks, Poole et al. (2000) suggest that the last approach provides a strong emphasis on viewing the historical path and the associated incidents or events responsible for organisational change.

Additionally, suggestions by other researchers such as Bakken and Hernes (2006) indicate “process basically signifies movement in the sense of flow” which in an organisational context refers to the flow of activity, information or passing of time. Langley and Tsoukas (2010) highlight time plays a crucial role in understanding process as an evolving

phenomenon. Hernes (2007) indicates that organisations should not be viewed as “things made” but as processes “in the making.” Therefore, in process research, priority is given to “activity over product, change over persistence” (Langley & Tsoukas 2010).This latter orientation describes the focus of this project.

3.2.2 Why utilise the Process Research Approach?

In organisational studies, the seminal work of Weick (1979, 1995) clearly utilises a process approach. It shifts attention from “organisation” to “organising” by focussing attention on ongoing and interdependent actions that are assembled in order make sense and generate sensible outcomes (Langley & Tsoukas, 2010). Poole et al (2000) highlight the following advantages of utilising a process research strategy:

i. It is a flexible mode of inquiry which is ideal to explore critical features of change as researchers focus on the details associated with the change process. By focusing on the stream of events the researcher can gather a fine-grained view of the change process, and hence can explore the path which the process follows.

ii. The process research approach completes the variance approach by offering insight into unexplained causal relationships. Typically, in the variance approach the flow of

the story or temporal structure is left out. However, by utilising a process research approach the researcher is able to interrogate deeper into the stories associated with change.

iii. Process reseach acknowledges the human hand in change as it clearly incorporates explanations based on delibaration and purpose. Therefore, it is able to offer general explanations through systematic investigation.

These advantages clearly provide a mandate for using a process research approach in this research, as it aims to appraise a proposed model of evolutionary change.