Organizing in the folding of time: Shaping organizational change trajectories at turning points

Organizational change research has shown how change processes in organizations connect sequentially to form a trajectory of change through time; however, research has yet to offer an understanding of how ongoing organizational change integrates more distant change processes across time to shape the organization’s long-term trajectory. To better understand the dynamics between ongoing change and the shaping of trajectories, we refer to change processes as turning points, arguing that turning points are immanent to – and formative of – trajectories. We define turning points in terms of their definitional, directional and curvilinear features, which we relate to the shaping of organizational change trajectories. Drawing on Deleuze’s concept of the fold and the distinction between actual and singular events, we theorize how actors connect past and future turning points of the trajectory as singular events into enacting the actual events of the current turning point. Inspired by Deleuze’s conception of the fold, we then develop a theoretical framework for the shaping of organizational change trajectories at turning points. This framework contributes to current change research by explaining how ongoing change processes give shape to long-term trajectories that subsequently shape the ongoing process of change. It also contributes to the literature by proposing a more dynamic and central role of continuity in change. Finally, our use of Deleuze’s concept of the fold enables us to suggest how theorizing actors’ movement through time may extend current process views of time.