Managing Change: Steering a Course between Intended Strategies and Unanticipated Outcomes

Long Range Planning

Volumn 39, Issue 1, 2006, Pages 29-49

  Balogun, Julia ^a  

^a NONE

Author keywords

[No Author keywords available]

Indexed keywords

DECISION MAKING; RISK MANAGEMENT; SOCIETIES AND INSTITUTIONS; STRATEGIC PLANNING;

CHANGE STRATEGY; IMPACT OF CHANGE;

INDUSTRIAL MANAGEMENT;

MANAGEMENT; ORGANIZATIONAL CHANGE; STRATEGIC APPROACH;

EID: 33646760979     PISSN: 00246301     EISSN: None     Source Type: Journal    
DOI: 10.1016/j.lrp.2005.02.010     Document Type: Article

References (33)

1. Many studies on change reveal the emergent nature of change. See for example the classic study by. Gouldner A.W. Patterns of Industrial Bureaucracy (1954), Collier-Macmillan, Canada, Toronto
2. Johnson G. Strategic Change and the Management Process (1987), Basil Blackwell, Oxford
3. Pettigrew A. The Awakening Giant: Continuity and Change in ICI (1985), Blackwell, Oxford
4. T. Hafsi and Z. Tian, 'Towards a Theory of Large Scale Institutional Change, Long Range Planning 38(6), 555-577 (2005).
5. Ogbonna E., and Harris L.C. Managing organisational culture: insights from the hospitality industry. Human Resource Management Journal 12 1 (2002) 33-54
6. and. Organizational Culture: A ten year, Two-phase Study of Change in the UK Food Retailing Sector. Journal of Management Studies 39 5 (2002) 673-707
7. See, for example,. Beer M., and Nohria N. Cracking the Code of Change. Harvard Business Review May-June (2000) 133-141
8. Beer & Nohria (as above) discuss use of hard and soft levers. Context sensitive change is advocated by. Hope Hailey V., and Balogun J. Devising Context Sensitive Approaches to Change: The Example of Glaxo Wellcome'. Long Range Planning 35 (2002) 153-178
9. and C. Stadler and H. Hinterhuber, Shell, Siemens and DaimlerChrysler: leading Change in Companies with Strong Values, Long Range Planning 38(5), 467-484 (2005).
10. Noel Tichy. Managing Strategic Change: Technical, Political and Cultural Dynamics (1983), John Wiley
11. discusses holistic change. For an example of change guidelines see. John Kotter. Leading Change: Why Transformation Efforts Fail. Harvard Business Review March-April (1995) 59-67
12. There is an increasing amount of research acknowledging that we need to pay more attention to the role of those outside senior management teams on strategy and change. See, for example,. Balogun J., and Johnson G. Organizational Restructuring and Middle Manager Sensemaking. Academy of Management Journal 47 4 (2004) 523-549
13. and From Intended outcomes to unintended outcomes: The Impact of Change Recipient Sensemaking, Organization Studies 26(11), 1573-1601 (2005).
14. Floyd S., and Wooldridge B. Middle Management's Strategic Influence and Organizational Performance. Journal of Management Studies 34 3 (1997) 465-485
15. Sturdy A., and Grey C. Beneath and Beyond Organizational Change Management: Exploring Alternatives. Organization 10 4 (2003) 651-662
16. Pettigrew, and Whipp. Managing change for competitive success (1991), Blackwell, Oxford
17. Pettigrew A.M., Ferlie E., and McKee L. Shaping Strategic Change (1992), Sage Publications, London
18. Many writers on change acknowledge the difficulties of managing transitions. See. Jick T. Managing Change: Cases and Concepts (1993), Irwin, Homewood, IL
19. Kanter R.M., Stein B., and Jick T.D. The Challenge of Organizational Change (1992), The Free Press
20. Harris L., and Ogbonna E. The unintended consequences of culture interventions: a study of unexpected outcomes'. British Journal of Management 13 1 (2002) 31-49
21. For explanations of schemata see. Fiske S.T., and Taylor S.E. Social Cognition. 2nd ed. (1991), McGraw-Hill, New York
22. or papers by Balogun and Johnson (see 5 above) For a fuller discussion of cognition and sensemaking, see. Karl Weick. Sensemaking in Organizations (1995), Sage Publications, Thousand Oaks, CA
23. Many articles discuss the different types of social interactions individuals engage in during change. See for example. Isabella L.A. Evolving Interpretations as Change Unfolds: How Managers Construe Key organizational Events. Academy of Management Journal 33 1 (1990) 7-41
24. and. Gioia D.A., and Chittipeddi K. Sensemaking and sensegiving in strategic change initiation. Strategic Management Journal 12 (1991) 433-448
25. Other such as. Vogel B. Linking for change: towards the emergence of collective, focused and energetic behaviour. Long Range Planning (2005) show the importance of interaction within networks of actors for collective action
26. Ford J.D. Organizational change as shifting conversations. Journal of Organizational Change Management 12 (1999) 480-500
27. For a longer discussion of such issues see. Balogun J. From Blaming the Middle to Harnessing its Potential: Creating Change Intermediaries. British Journal of Management 14 1 (2003) 69-84
28. See, for example. Boland R.J., and Tenkasi R.V. Perspective Making and Perspective Taking in Communities of Knowing'. Organization Science 6 4 (1995) 350-372
29. and. Nonaka I. The knowledge creating company. Harvard Business Review Nov-Dec (1991) 96-104
30. Nonaka I., and Takeuchi H. The Knowledge-Creating Company (1995), Oxford University Press, New York
31. For more information on modeling techniques see. Doyle J.R., and Sims D. Enabling strategic metaphor in conversation: A technique of cognitive sculpting. In: Huff A.S., and Jenkins M. (Eds). Mapping Strategic Knowledge (2002), Sage, London
32. For a discussion of the use of simple rules see. Eisenhardt K.M., and Sull D.N. Strategy as Simple Rules. Harvard Business Review 79 1 (2001) 106-116
33. From Jick, 1993.