Internationalization and globalization compel companies to fundamentally alter their organizational structures and processes. To navigate these challenges, effective change management is essential, addressing both structural and dynamic elements. Interventions in human resource management can lead to various repercussions, both intended and unintended, that may enhance or disrupt original goals. The author explores how System Dynamics can aid in designing organizational interventions and evaluating which actions provide effective solutions. Unlike ongoing adaptations to a changing environment, organizational interventions are viewed as discrete, fundamental changes in a company’s structures and processes. The management of these interventions involves two interdependent cycles: problem formulation, analysis, and solution (what to do) and the subsequent actions required for implementation (how to do it). A key hypothesis posits that implementing solutions to strategic problems often poses greater challenges than developing the solutions themselves. The dissertation focuses on providing methodological support for effective implementation processes. Using an ‘action research’ approach, it examines a significant personnel decision within a large corporation, illustrating the complexities involved in organizational change.
