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PurposeImplementing automatic sorting operations in the parcel delivery industry can dramatically improve both capacity and service quality but demands radical and complex organizational change. The present in-depth grounded theory study examined a change process of this kind within one of the few global companies in the parcel delivery sector, focusing on three European hubs where automatic sorting had recently been introduced.Design/methodology/approachGrounded theory methodology, which facilitates the gradual emergence and dialogical interpretation of empirically grounded theoretical concepts, was particularly suited to the current project's open-ended research design and the hybrid (prescriptive but also constructive) nature of the change process under study. The investigation comprised iterative cycles of data collection, open coding, selective coding and theoretical coding over a three-year period.FindingsIn keeping with the dual nature of the change underway, a set of tensions were identified between pairs of opposite poles: manual vs automated, planned vs emergent and corporate vs site. The management of these tensions, which leveraged both prescriptive and sensemaking approaches, was found to trigger knowledge production, facilitating a gradual transition from high to low uncertainty and, consequently, progressive movement along the continuum between each pair of competing poles. Within this process, the industrial engineering function acted as an agent of change with a key orchestrating role.Originality/valueAs one of the first in-depth grounded theory analyses of tension management, this study contributes to the relatively recent debate on the recognition, analysis and handling of tensions and paradoxes in organizational change, suggesting innovative criteria for successful change management and identifying promising new avenues for research. From a managerial perspective, the study outcomes suggest that explicit recognition of uncertainty and tensions in organizational change can pave the way for solutions based on agility and continuous organizational learning.

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The aim of this exploratory study was to develop a blended learning approach to fostering the skills and competencies required by leaders and members of international virtual teams. Three levels of analysis were brought to bear in designing the proposed intervention format: first, the factors likely to influence the effectiveness of a virtual team; second, the needs and challenges related to the early stages of the virtual team membership; third, the role of the human resource function in promoting-via training and development programmes-the knowledge and skills needed for virtual teams to be successful. The research questions included: What are the perceived benefits and challenges associated with the early stages of virtual collaboration? What factors must be carefully defined and managed when running a virtual team? What training needs are perceived by inexperienced virtual team members? How can training and development initiatives contribute to the effectiveness of virtual teams? A qualitative approach based on the model developed by Bal & Gundry was used to analyse data from five interviews with virtual team members at Nielsen TAM Italy. The outcomes informed the proposed blended training programme.