Towards a micro-foundation of organisational change: conceptual requirements for a micro-macro framework of change

The emerging field of micro-foundations calls for frameworks that explicitly consider interdependencies between the organisational micro and macro levels. Research in change management is also developing such frameworks but few approaches highlight the mutual interdependencies between the organisational macro and micro levels. Analysing these interdependencies suggests that the implementation of changes on the micro level often have both good and bad unintended effects on the firm's output. We present ideas for scholars to develop more profound micro-macro models for a better understanding of the micro-macro interdependencies during organisational change.