Organizational change and the importance of embedded assumptions | Macquarie University ResearchOnline

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Please use this identifier to cite or link to this item: http://hdl.handle.net/1959.14/185528

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Title: Organizational change and the importance of embedded assumptions
Related: British journal of management, Vol. 19, Suppl. 1, (2008), p.S20-S32
DOI: 10.1111/j.1467-8551.2008.00568.x
Publisher: Blackwell Publishing
Date: 2008
FoR/RFCD Code(s): 150300 Business and Management
Author/Creator: Palmer, Ian
Author/Creator: Dunford, Richard
Description: 'Managing change' appears a simple enough term. However, no common ontological assumption underlies either the notion of 'managing' or that of 'change'. In this paper, we identify different assumptions about both what it means to manage and the nature of change outcomes. From these assumptions we derive six different images of managing organizational change: directing, navigating, caretaking, coaching, interpreting and nurturing. We show how each image is underpinned by different organization theories. We then take each image and show how the differing ontological assumptions about managing and change outcomes are associated with different research agendas. We illustrate this by focusing on three elements commonly associated with managing organizational change: vision, communication and resistance.
Description: 13 page(s)
Subject Keyword: 150300 Business and Management
Resource Type: journal article
Organisation: Macquarie University. Macquarie Graduate School of Management

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