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Building leadership capacity for change as the norm
Fleming, Kerrie (ed.); Millar, Carla (ed.) - 2019
Persistent link: https://www.econbiz.de/10013042833
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Spectacular metaphors
Wood, Thomaz - In: Journal of Organizational Change Management 15 (2002) 1, pp. 11-20
theatre metaphor constitutes an attractive system of ideas for studying organizational phenomena. In this paper, the theatre …
Persistent link: https://www.econbiz.de/10014890832
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Theatrics of SEAM
Boje, David; Rosile, Grace Ann - In: Journal of Organizational Change Management 16 (2003) 1, pp. 21-32
(SEAM) method and postmodern approaches to theatre. Neither metaphorical nor managerialist, SEAM's perspective allows that … the organization is theatre. Introduces the terms “metascript” and “metatheatre” to describe how SEAM's approach … accomodates the multiple perspectives and simultaneous multiple stages populated by the “spect‐actors” (Boal, A., Theatre of the …
Persistent link: https://www.econbiz.de/10014890869
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Dialogue and deliberation as expressions of democratic leadership in participatory organizational change
Raelin, Joseph A. - In: Journal of Organizational Change Management 25 (2012) 1, pp. 7-23
Purpose The purpose of this paper is to make the case, firstly, that democratic leadership, referred to as “leaderful practice,” should be the fundamental form of leadership that characterizes participatory organizational change. The parties affected by change are those engaged who seek to...
Persistent link: https://www.econbiz.de/10013531008
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Organizational longevity and technological change
Krell, Terence C. - In: Journal of Organizational Change Management 13 (2000) 1, pp. 8-14
Serves as an introduction to the special issue on organizational longevity published in the Journal of Organizational Change Management. The issues of researching and writing about organizational longevity are described and the content of the special issue is related to a theoretical perspective...
Persistent link: https://www.econbiz.de/10014890777
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Translating a dream of immortality in a (con)temporary order
Porsander, Lena - In: Journal of Organizational Change Management 13 (2000) 1, pp. 14-29
Discusses the process of imitation using the vocabulary of translation, taking as an example the temporary organization Stockholm – Cultural Capital of Europe 1998. Describes the process of change in an organizational order that can be characterized as (con)temporary. The description reveals...
Persistent link: https://www.econbiz.de/10014890778
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How long do things last?
Akin, Gib - In: Journal of Organizational Change Management 13 (2000) 1, pp. 30-31
Just what is the “self”, the core identity of an organization whose longevity we might want to study? What is it that persists, that has the longevity we are trying to explain? This essay is a reflection on the answers to these questions.
Persistent link: https://www.econbiz.de/10014890779
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From threat‐rigidity to flexibility ‐ Toward a learning model of autogenic crisis in organizations
Barnett, Carole K.; Pratt, Michael G. - In: Journal of Organizational Change Management 13 (2000) 1, pp. 74-88
Complementing prior research by Staw et al. (“Threat‐rigidity effects in organizational behavior: a multilevel analysis”, Administrative Science Quarterly, Vol. 26 No. 4, 1981, pp. 501‐24), the authors develop a new conceptual model of organizational change, “autogenic crisis”. The...
Persistent link: https://www.econbiz.de/10014890782
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Engineering a paradigm shift?
Ragsdell, Gillian - In: Journal of Organizational Change Management 13 (2000) 2, pp. 104-120
Brings together some of the empirical findings from a series of action research projects undertaken in a number of engineering companies. Systems concepts were employed with engineers to assist organisational change. The key driver for each programme of change was the implementation of a new...
Persistent link: https://www.econbiz.de/10014890783
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Reflections on critical systems thinking and the management of change in rule‐bound systems
Clayton, John; Gregory, Wendy J. - In: Journal of Organizational Change Management 13 (2000) 2, pp. 140-161
Looks at a specific variant of systems thinking, called critical systems thinking, which is an approach that was developed in the UK during the 1980s. In particular, consideration is given to “rule‐bound” systems – scenarios where the possibilities for change have been found to be...
Persistent link: https://www.econbiz.de/10014890785