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Leveraging a Dual Organisation-Development (OD) Process: A Longitudinal Study of a Start-up’s Transformation in the Energy Sector

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  • Synnøve Rubach

    (Norwegian Institute for Sustainability Research - NORSUS AS)

Abstract

This paper explores the transformative journey of a start-up company in the energy sector, employing a Dual Organisation-Development (OD) Process, as conceptualised within the co-generative learning/organisation development (OD) model. Originating from a doctoral thesis, this research unveils the application of the dual OD process in a longitudinal study of a start-up’s pursuit to revolutionise the Energy Attribute Certificates (EACs) market through digitalisation. The company aimed to connect energy users directly with renewable energy producers, ensuring transparency and traceability of the renewable origin of energy. Initiated through the “DIgitalised Node-trading for renewable energy with GO (DINGO)” project, the start-up received funding from a Norwegian research fund called Oslofjordfondet, propelling the development of a digitalised platform and the underlying research. This paper documents the dynamic interplay between daily business operations and the DINGO project, presenting the dual OD process as a bridged, facilitated intraorganisational and interorganisational development mechanism. Grounded in participatory organisation development and the cogenerative learning model, the study draws on historical written sources and insider perspectives. The research unfolds three key dimensions of the dual OD process within the start-up. Firstly, the research-based innovation project itself serves as a continuous learning and maturing process, reshaping the company over time. Secondly, the project opens avenues for accessing crucial financial, technological, and human resources, fostering new interorganisational collaborations. Thirdly, the project introduces friction between the research project and daily business operations, propelling the business model into unforeseen pathways, resulting in intraorganisational changes. To enhance the depth of the study, a reflection dialogue with the project owner were conducted in the spring 2024, offering a hindsight reflection on the effectiveness of the dual OD process in enhancing project outcomes and its continued application within the company. The paper contributes to understanding the pivotal role of research in early-stage business development, introducing the dual OD process as a valuable model for comprehending the intricate interaction between daily business operations, business modelling, and research projects. It also pays homage to Professor Morten Levin, highlighting the enduring influence of his mentorship and the co-generative learning model. In addition, entrepreneurs can derive practical insights from the dual OD model, providing a framework for navigating the challenges and opportunities inherent in combining business modelling and research, thereby facilitating successful business development.

Suggested Citation

  • Synnøve Rubach, 2024. "Leveraging a Dual Organisation-Development (OD) Process: A Longitudinal Study of a Start-up’s Transformation in the Energy Sector," Systemic Practice and Action Research, Springer, vol. 37(5), pages 585-600, October.
    • Handle: RePEc:spr:syspar:v:37:y:2024:i:5:d:10.1007_s11213-024-09695-x
    DOI: 10.1007/s11213-024-09695-x
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    References listed on IDEAS

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    1. Bengt-ake Lundvall & Bjorn Johnson, 1994. "The Learning Economy," Industry and Innovation, Taylor & Francis Journals, vol. 1(2), pages 23-42.
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