BEHAVIOURAL ADAPTATION OUTPACING STRUCTURAL INTEGRATION: AN EXPLANATORY SEQUENTIAL MIXED-METHODS STUDY OF ORGANIZATIONAL RESTRUCTURING IN THE MEDICAL DEVICE INDUSTRY
Published:
2026-08-10Downloads
Abstract
Purpose: This study examines about employee adaptation on commercial reorganization in an Indonesian medical device company organization transformation from an Operating Unit-based structure to a strategic cluster model, and explains why adaptation was uneven across employee groups. Methodology: An explanatory sequential mixed-methods design (QUAN → QUAL) was applied with 15 ADKAR survey questions which completed by 73 respondents (90.1% of company population), then followed by 20 participants interview analyzed thematically through Role Theory and integrated via joint display. Findings: Awareness (M = 3.406) and Knowledge (M = 3.384) were the weakest ADKAR dimensions, while Ability (M = 3.881) and Reinforcement (M = 3.712) were strongest. Awareness differed significantly across role-change groups, and Knowledge (β = .232, p = .042) and Ability (β = .305, p = .009) predicted Reinforcement. Behavioural adaptation advanced faster than cognitive understanding and structural integration, sustained by employee agency and local leadership rather than mature systems. Originality: The study applies ADKAR and Role Theory as complementary lenses for examining employee adaptation during commercial restructuring in the medical device industry and proposes the TRACKS implementation framework. Implications: Commercial restructuring demands purposeful attention to transformation direction, role clarity, alignment routines, capability building, knowledge management, and sustained reinforcement.
Keywords:
organizational transformation employee adaptation role clarity ADKAR medical device industry.References
REFERENCES
Al-Haddad, S., & Kotnour, T. (2015). Integrating the organizational change literature: A model for successful change. Journal of Organizational Change Management, 28(2), 234–262. https://doi.org/10.1108/JOCM-11-2013-0215
Anglin, A. H., Kincaid, P. A., Short, J. C., & Allen, D. G. (2022). Role theory perspectives: Past, present, and future applications of role theories in management research. Journal of Management, 48(6), 1469–1502. https://doi.org/10.1177/01492063221081442
Ashforth, B. E. (2001). Role transitions in organizational life: An identity-based perspective. Lawrence Erlbaum Associates.
Bartlett, M. S. (1950). Tests of significance in factor analysis. British Journal of Statistical Psychology, 3(2), 77–85. https://doi.org/10.1111/j.2044-8317.1950.tb00285.x
Biddle, B. J. (1979). Role theory: Expectations, identities, and behaviors. Academic Press.
Biddle, B. J. (1986). Recent developments in role theory. Annual Review of Sociology, 12, 67–92. https://doi.org/10.1146/annurev.so.12.080186.000435
Boston Consulting Group. (2021, June 16). The rise of the next generation of medtech “milkmen”. https://www.bcg.com/publications/2021/six-design-strategies-for-medical-technology-next-generation-commercial-model
Bucy, M., Schaninger, B., VanAkin, K., & Weddle, B. (2021, December 7). Losing from day one: Why even successful transformations fall short. McKinsey & Company. https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/successful-transformations
Carlé, R., & Hautamäki, P. (2026). Industrial sales responding to environmental sustainability regulations: A role theory perspective. Industrial Marketing Management, 135, 72–90. https://doi.org/10.1016/j.indmarman.2026.04.002
Clarkston Consulting. (2019, August 8). The future of commercial teams in medical device. https://clarkstonconsulting.com/insights/commercial-teams-in-medical-device/
Creswell, J. W. (2009). Research design: Qualitative, quantitative, and mixed methods approaches (3rd ed.). SAGE.
Creswell, J. W., & Plano Clark, V. L. (2018). Designing and conducting mixed methods research (3rd ed.). SAGE.
Cronbach, L. J. (1951). Coefficient alpha and the internal structure of tests. Psychometrika, 16, 297–334. https://doi.org/10.1007/BF02310555
Draucker, C. B., Rawl, S. M., Vode, E., & Carter-Harris, L. (2020). Integration through connecting in explanatory sequential mixed method studies. Western Journal of Nursing Research, 42(12), 1137–1147. https://doi.org/10.1177/0193945920914647
Goode, W. J. (1960). A theory of role strain. American Sociological Review, 25(4), 483–496. https://doi.org/10.2307/2092933
Greene, J. C. (2007). Mixed methods in social inquiry. Jossey-Bass.
Gutiérrez-Iñiguez, Á., Collado-Agudo, J., & Rialp-Criado, J. (2023). The role of managers in corporate change management: A bibliometric review. Sustainability, 15(14), 10811. https://doi.org/10.3390/su151410811
Hiatt, J. M. (2006). ADKAR: A model for change in business, government, and our community. Prosci.
Kahn, R. L., Wolfe, D. M., Quinn, R. P., Snoek, J. D., & Rosenthal, R. A. (1964). Organizational stress: Studies in role conflict and ambiguity. Wiley.
Kaiser, H. F. (1970). A second generation little jiffy. Psychometrika, 35, 401–415. https://doi.org/10.1007/BF02291817
Kates, A., & Galbraith, J. R. (2007). Designing your organization: Using the STAR model to solve 5 critical design challenges. Jossey-Bass.
Khaw, K. W., Alnoor, A., Al-Abrrow, H., Tiberius, V., Ganesan, Y., & Atshan, N. A. (2023). Reactions towards organizational change: A systematic literature review. Current Psychology, 42(22), 19137–19160. https://doi.org/10.1007/s12144-022-03070-6
Kotter, J. P. (1996). Leading change. Harvard Business School Press.
Kruskal, W. H., & Wallis, W. A. (1952). Use of ranks in one-criterion variance analysis. Journal of the American Statistical Association, 47(260), 583–621. https://doi.org/10.1080/01621459.1952.10483441
Lewin, K. (1951). Field theory in social science: Selected theoretical papers (D. Cartwright, Ed.). Harper & Brothers.
Linnenborn, V., & Borchert, M. (2025). Lead yourself through change: How self-leadership buffers the impact of change fatigue on employee outcomes. The Journal of Applied Behavioral Science, 61(3), 499–536. https://doi.org/10.1177/00218863241297704
Merton, R. K. (1957). The role-set: Problems in sociological theory. The British Journal of Sociology, 8(2), 106–120. https://doi.org/10.2307/587363
Miceli, A., Hagen, B., Riccardi, M. P., Sotti, F., & Settembre-Blundo, D. (2021). Thriving, not just surviving in changing times: How sustainability, agility and digitalization intertwine with organizational resilience. Sustainability, 13(4), 2052. https://doi.org/10.3390/su13042052
Moran, J. W., & Brightman, B. K. (2000). Leading organizational change. Journal of Workplace Learning, 12(2), 66–74. https://doi.org/10.1108/13665620010316226
Peters, T. J., & Waterman, R. H., Jr. (1982). In search of excellence: Lessons from America’s best-run companies. Harper & Row.
Picado Argüello, B., & González-Prida, V. (2024). Integrating change management with a knowledge management framework: A methodological proposal. Information, 15(7), 406. https://doi.org/10.3390/info15070406
Prosci. (2020). The Prosci ADKAR model. https://www.prosci.com/methodology/adkar
Rizzo, J. R., House, R. J., & Lirtzman, S. I. (1970). Role conflict and ambiguity in complex organizations. Administrative Science Quarterly, 15(2), 150–163. https://doi.org/10.2307/2391486
Sroufe, R. (2017). Integration and organizational change towards sustainability. Journal of Cleaner Production, 162, 315–329. https://doi.org/10.1016/j.jclepro.2017.05.180
License
Copyright (c) 2026 Niko Abdurrahman, Santi Novani
This work is licensed under a Creative Commons Attribution 4.0 International License.
