Strategic Process of Change: A Multiple Network Game—The Rohner Textil Case

  • Nigel RoomeEmail author
  • Céline Louche
Part of the Innovation, Technology, and Knowledge Management book series (ITKM)


Few companies have successfully undertaken wholesale change to embed corporate responsibility for sustainable development into their organization and business model. Existing cases suggest this change involves companies in complex processes of organizational and social learning, innovation, and change that play out within a range of different networks of relationships. This chapter examines Rohner Textil, a company that embarked on strategic change toward a more sustainable approach. The organizational and social processes and steps the company went through are described. The case highlights the critical interaction between the company and other actors through three different networks: an industrial network and a knowledge network, which provided new concepts for inspiration, and an internal network of ideas and actions, which would help define and shape change. We argue that the success of the company was dependent on the ability of management to effect organizational leadership in and through these three types of networks. The case provides evidence of what that involved and points to the complexity of the tasks performed in these action-learning networks. It is argued that companies working for change toward sustainable development can be better understood through an action-learning network model of innovation and change.


Sustainable Development Business Model Corporate Responsibility Dynamic Capability Knowledge Network 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.



This case study was part of a project originally conducted under the Dutch National Research Program on Corporate Social Responsibility (2003–2004) financed by the Ministry of Economic Affairs and coordinated by Dr. Jan Jonker and Professor Dr. Nigel Roome. The authors acknowledge the contribution of Marcel Postema and Robert-Paul Doove in the research and development of this case under the direction of Nigel Roome.


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Copyright information

© Springer Science+Business Media, LLC 2012

Authors and Affiliations

  1. 1.Vlerick Leuven Gent Management SchoolLeuvenBelgium
  2. 2.Vlerick Leuven Gent Management SchoolLeuvenBelgium

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