Table of contents
Situational strength – A framework for understanding the role of individuals in initiating proactive strategic change
John W. Mullins, Larry L. CummingsThis article brings together research perspectives on strategic change and organizational behavior to construct a series of theoretical propositions regarding the likelihood that…
Organizational change as shifting conversations
Jeffrey D. FordThis article explores producing and managing change within conversationally constructed realities. Conversations are proposed as both the medium and product of reality…
Images of an organisation: the use of metaphor in a multinational company
Cliff Oswick, John MontgomeryThis article presents the results of a metaphor‐based investigation of managers, supervisors and team leaders drawn from the UK subsidiaries of a large US multinational…
Making sense of revolutionary change: differences in members’ stories
Steven S. TaylorMembers 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…
Five symbolic roles of the external consultant – Integrating change, power and symbolism
Michelle Lynn Kaarst‐BrownPower and politics have long been accepted as often detrimental elements of change processes. An element of the political arena that has received limited attention, however, is…
ISSN:
0953-4814Online date, start – end:
1988Copyright Holder:
Emerald Publishing LimitedOpen Access:
hybridEditor:
- Prof Slawomir Magala