Making sense of revolutionary change: differences in members’ stories
Journal of Organizational Change Management
ISSN: 0953-4814
Article publication date: 1 December 1999
Abstract
Members of an organization that had undergone revolutionary, punctuated equilibrium type change were asked to tell the story of that change. Senior managers tended to make sense of the change as discontinuous, while individual contributors tended to make sense of the change as incremental. Three theories of individual sense‐making; individual agency, personal relevance, and strategic perspective are developed to suggest why individuals made sense of these changes differently.
Keywords
Citation
Taylor, S.S. (1999), "Making sense of revolutionary change: differences in members’ stories", Journal of Organizational Change Management, Vol. 12 No. 6, pp. 524-539. https://doi.org/10.1108/09534819910300873
Publisher
:MCB UP Ltd
Copyright © 1999, MCB UP Limited