Examining the impact of transition initiatives on organizational change

The paper illustrates the merits of drawing on the organizational change management literature to better understand some of the organisation-level issues involved in the match and mismatch of
institutional logics that have previously been identified as important in sociotechnical transitions. Empirically we draw on the Region2050 project, which aims at implementing future studies-based methods and approaches to strengthen capabilities for strategic planning in the regions. We confirm the importance of (mis)matching logics, identifying as important a clash between the conventional bureaucratic, administrative mindsets of the regional bodies involved, with the mindset required for the future studies and long-term future orientation that Region2050 requires. Hence the mismatch is in this case not between organisations, who are collaborative, but between orientations. Given this,
we draw on the organisational change management literature to help identify options for success factors, among which we identify boundary spanning individuals, change agents and organisational
plurality as important in both theory and practice. In general, the study is intended to add to the body of institutional analytic work in the sociotechnical transitions literature.