Journal of Organizational Change Management: Volume 24 Issue 1

Cognitive representations of institutional change: Similarities and dissimilarities in the cognitive schema of entrepreneurs

Oana Cătălina Iederan, Petru Lucian Curşeu, Patrick A.M. Vermeulen, Jac L.A. Geurts

The purpose of this paper is to examine the cognitive factors explaining how exogenous institutional change (IC) impacts on organizational actions.

Exploring archetypal change: the importance of leadership and its substitutes

Frederick A. Starke, Gita Sharma, Michael K. Mauws, Bruno Dyck, Parshotam Dass

The purpose of this paper is to examine the process of transformational organizational change that occurred over time in a small manufacturing firm using the conceptual framework…

Studying institutional work in organizations: Uses and implications of ethnographic methodologies

Toke Bjerregaard

In order to provide new and other directions to institutional studies in organization theory, Lawrence and Suddaby forward the notion of institutional work of actors aimed at…

Different experiences of socio‐cultural integration: a European merger in Mexico

Anna A. Łupina‐Wegener, Susan C. Schneider, Rolf van Dick

Building on social identity theory, the purpose of this paper is to present a study on the socio‐cultural integration process in a merger of two European pharmaceutical…

Adopting performance appraisal and reward systems: A qualitative analysis of public sector organisational change

Giovanni Azzone, Tommaso Palermo

The purpose of this paper is to provide a qualitative analysis of change in order to understand which factors inhibit or, conversely, facilitate the enactment process of managers'…

Unconferencing as method to initiate organisational change: A case study on reducing CO2 emissions of a university

Patricia Wolf, Ralf Hansmann, Peter Troxler

The purpose of this paper is to review and discuss the potential of available event formats for facilitating the initiation of organizational change processes. It presents…

Reclaiming rare listening as a means of organizational re‐enchantment

Jo A. Tyler

The purpose of this paper is to contribute to a reclaiming of the potency of Rogerian listening in organizations. The paper views listening after Rogers, the father of active…

Business as unusual

Slawek Magala

A new company descriptor takes us into a new era

Rebecca Marsh