Managing organizational change: negotiating meaning and power-resistance relations

Thomas, Robyn ORCID: https://orcid.org/0000-0002-7887-8679, Sargent, Leisa D. and Hardy, Cynthia ORCID: https://orcid.org/0000-0002-2612-7304 2011. Managing organizational change: negotiating meaning and power-resistance relations. Organization Science 22 (1) , pp. 22-41. 10.1287/orsc.1090.0520

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Abstract

Theoretical developments in the analysis of organizations have recently turned to an 'organizational becoming' perspective, which sees the social world as enacted in the microcontext of communicative interactions among individuals through which meaning is negotiated. According to this view, organizational change is endemic, natural, and ongoing; it occurs in everyday interactions as actors engage in the process of establishing new meanings for organizational activities. We adopt this approach to study how meanings were negotiated by senior and middle managers in a workshop held as part of a culture change program at a telecommunications company. Our study identifies two very different patterns in these negotiations, constituted by the particular communicative practices adopted by participants. We discuss the implications of these patterns for organizational change in relation to generative dialogue and power-resistance relations between senior and middle managers.

Item Type:	Article
Date Type:	Publication
Status:	Published
Schools:	Business (Including Economics)
Subjects:	H Social Sciences > H Social Sciences (General) H Social Sciences > HD Industries. Land use. Labor H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
Uncontrolled Keywords:	Organizational change ; Organizational becoming ; Dialogue ; Power-resistance relations
Publisher:	inForms
ISSN:	1047-7039
Last Modified:	19 Oct 2022 08:54
URI:	https://orca.cardiff.ac.uk/id/eprint/19458

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