Figure 1. Organizational transformation: a complex process
Transformations can be seen as a means of adjusting the organization to fit its environment, and this is an aspect of the interdependent relationship between context and individual and collective actions29,30.

2.2. Organizational transformations as a social process

The interdependence between organizational structure and individual and collective actions and conditions is crucial for driving transformations in organizational contexts. Organizational structure encompasses the inter-professional interactions that foster knowledge sharing and contribute to stability31. These complex social phenomena involve the emergence of individual and collective dynamics by promoting collaboration in pursuit of organizational objectives that motivate transformation9.
Academic research has primarily focused on the disruption of interprofessional relations and, more specifically, power relations, from a social perspective24,27,30. The process of organizational transformation can be complicated by the risk of failure that arises from challenging and disrupting an established configuration of power32. This social group perspective adds further intricacy to the transformation process in pluralistic organizations, as the irregular alignment of transformation with the divergent interests of professional groups can lead to instability33.

2.3. Organizational transformations as a multi-level phenomenon

The structurationist approach, as outlined by Giddens34, is a compelling method for comprehending organizational changes as a complex social occurrence involving individual and collective dynamics. This theory is grounded in three core principles: structure, the duality of structure based on the recursivity of action and structure, and the system34. The structure refers to the rules (i.e., the system of domination), the meanings ascribed to these rules, the actions and interactions (i.e., the system of signification), and the legitimation, which determine the recognition and application of the rules35.
This theory provides a comprehensive platform for understanding how social structures and individual actions intersect and how individual actions can both perpetuate or alter social structures34. The structuration theory highlights the interdependence between action and structure, as structure shapes individual and collective action by influencing the relationships between actors, which in turn contribute to the organization’s structuring (as illustrated in figure 2).