한국 소비자생활협동조합의 조직변화 : 아이쿱 소비자생활협동조합 사례

This study based on process approach explores the case of iCOOP consumer co-operative to delineate how and why an organization changes. The issue of organizational change has gained increasing attention amongst organizational theorists in an attempt to find the strategic response under the pressure of environmental volatility. Whether the organizational change is assigned to strategic choice of privileged agency or changing institutional environment has been endemic question in conventional organizational studies. However, both strategic choice and environmental determinism approaches disregard the unanticipated failure or the adjusted and modified strategy in particular context. In this regard, the research highlights unintended consequences which emerge from the interaction of strategic choice, practices of organizational actors and socio-environmental context to emphasize inherent process of organization. In analyzing formal document and interview of iCOOP during past 15 years, the research aims to understand the dynamic interaction of managerial choice and socio-environmental circumstances. As a result, organizational change of iCOOP unfolds in two processes. First, organizational change identifies as an emergent and reconstructing process shaped by the interlocking acts of deliberate intervention and unexpected events. Second, conflict process between manager’s strategic practice and stakeholder’s interest. It occurs as members’ interests are restrained by the strategic objective of managers. Hence, intended strategy leads to the unintended consequence of members’ dissatisfaction. This research concludes the strategy is not an independent entity itself, completely unaffected by the organizational context, but the process of creating its meaning while practicing strategy within the interaction of various interests and environmental circumstances. Following process approach, human resource development strategy can be evaluated and practiced differently.