This dissertation is based on a longitudinal ethnographic study of organizational changes in a Nordic bank. Taking as a point of departure, an empirical observation of lower-level organizational members consistently identifying other organizational changes as radical than those indicated by top...

Up to 70% of change initiatives fail. This poor rate of success seems to be caused by a flawed management of change. One of the lacunae for a proper understanding of this situation is the way in which organizations perceive their own change. The activities in self-perception have a crucial...