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管理变革杂志
2005/08/26 幻想的边疆
JOURNAL OF ORGANIZATIONAL CHANGE MANAGEMENT (ISSN: 0953-4814)
Issue:牋牋牋牋?Vol. 18 No. 4
IDS#:牋牋牋牋牋 953DH
Alert Expires:?15 SEP 2005
Number of Articles in Issue:?7 (7 included in this e-mail)
Organization ID:?b69ab6d87c5e672f3fafb34c395becd6
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*Pages: 312-326 (Article)
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Title:
Narrative, identity and change: a case study of Laskarina Holidays
Authors:
Brown, AD; Humphreys, M; Gurney, PM
Source:
JOURNAL OF ORGANIZATIONAL CHANGE MANAGEMENT, 18 (4): 312-326; 2005
Abstract:
Purpose - This paper aims to contribute to the understanding of organizational
identity through an analysis of shared identity narratives at the UK-based
specialist tour operator Laskarina Holidays.
Design/methodology/approach - Predicated on a view of organizations as
linguistic constructs, it is argued that individual and collective identities
are narrative accomplishments, and that organizations tend often to be
characterised by identity multiplicity.
Findings - A case study is presented featuring three distinctive but interwoven
collective identity narratives (which are labelled "utilitarian", "normative"
and "hedonic"), and these are contrasted with some "dissonant" voices. It is
argued that change in organizations is, at least in part, constituted by
alterations in people's understandings, encoded in narratives, and shared in
conversations.
Originality/value - The research contribution that this paper makes is twofold.
First, it makes an argument for theorizing organizational identities as
narratives, constituted within discursive regimes, and continuously changing as
they are created and re-created by all participants. Second, it suggests that
the narratological approach to theorizing and researching organizational
identities is important because it both assists one's efforts to analyze
identities as the outcomes of processes of hegemonic imposition and resistance,
and allows one to read polysemy back into ethnographic research.
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*Pages: 327-337 (Article)
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Title:
Presencing identity: organizational change and immaterial labor
Authors:
Iedema, R; Rhodes, C; Scheeres, H
Source:
JOURNAL OF ORGANIZATIONAL CHANGE MANAGEMENT, 18 (4): 327-337; 2005
Abstract:
Purpose - To examine Hardt and Negri's discussions of immaterial labor in
relation to personal identity and sociality at work in a context of the
postmodernization of the global economy.
Design/methodology/approach - Hardt and Negri's discussions of immaterial labor
are reviewed in relation to their implications for social interaction and
identity at work. Heidegger's idea of "presencing" is then used to examine the
dynamic emergence of identity as an effect of the "affectualization" of work.
Findings - Global trends towards an informationalized economy have profound
implications for identity at work in that the dynamics of identity are
foregrounded and managerial and organizational power structures that seek to
define an essential worker identity are destabilized.
Research limitations/implications - Suggests that research into identity at work
should include a focus on the immaterial dimensions of work and should consider
the implications of this for the dynamic emergence of identity and for future
forms of organization and management.
Practical implications - Suggests that the emergence of immaterial labor might
provide increasing, albeit complex and contested, opportunities for worker
participation, this is on what management relies, and what at the same time has
the potential of undermining the legitimacy of management.
Originality/value - Provides an innovative way of examining the dynamics of
identity in contemporary organizations.
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*Pages: 338-352 (Article)
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Title:
Answers for questions to come: reflective dialogue as an enabler of strategic
innovation
Authors:
Jacobs, CD; Heracleous, LT
Source:
JOURNAL OF ORGANIZATIONAL CHANGE MANAGEMENT, 18 (4): 338-352; 2005
Abstract:
Purpose - To conceptualize and theorize dialogue's diagnostic as well as
generative functions for strategic innovation and organizational change.
Design/methodology/approach - Conceptual development with case illustration.
Findings - Strategic innovation requires shifts in existing mental models of
organizational actors that underlie the overall strategy paradigm of a firm.
Dialogue as a form of reflective conversation enables actors to alter managers'
mental models through conscious, critical exploration.
Research limitations/implications - Conceptual framework introduces reflective
dialogue, as a crucial processual element for encouraging shifts in mental maps
and as a necessary, but not sufficient condition for strategy innovation;
provides an analytical framework for enhancing understanding of the emergent
processes of strategic innovation, and for studying shifts in organizational
actors' mental models.
Practical implications - Provides organizational change agents and strategists
with perspectives and frameworks for appreciating and fostering reflective
dialogue in the context of strategic thinking and innovation.
Originality/value - Concept of reflective dialogue and associated frameworks
link micro-levels and macro-levels of strategy innovation and address critical
process elements.
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*Pages: 353-368 (Article)
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Title:
Loss of organizational knowledge - From supporting clients to serving head
office
Authors:
Treleaven, L; Sykes, C
Source:
JOURNAL OF ORGANIZATIONAL CHANGE MANAGEMENT, 18 (4): 353-368; 2005
Abstract:
Purpose - This paper seeks to explore the loss of organizational knowledge
during organizational change processes from a knowledge perspective.
Design/methodology/approach - Recent developments in the fields of
organizational change and organizational knowledge are reviewed, then the
relation of organizational knowledge to discourse and power is drawn out. Using
critical discourse analysis, dominant and marginalized discourses are
foregrounded, different types of organizational knowledge loss distinguished,
and their effects in a human set-vices organization identified.
Findings - The analysis shows how the linguistic and discursive practices of
financial management are marginalizing and displacing practitioners'
organizational knowledge. An illustration is given of how situated and heuristic
organizational knowledge is vulnerable to marginalization, and hence loss, as
organizations seek to codify knowledge into generalizable abstractions. It is
concluded that these losses of organizational knowledge are the effects of
re-organizing around corporate managerialism without attention to multi-vocality
and differential evaluations of worth.
Research limitations/implications - These findings, within a large community
services not-for-profit organization, may differ in business organizations where
research into knowledge management has typically focused. However, the findings
are worth examining in other sites, given the migration of corporate
managerialism.
Practical implications - Organization development practitioners, consultants and
leaders need to take into account both the emergent nature of change itself and
how re-organizing around corporate managerialism can marginalize or lose
organizational knowledge that is valued differentially.
Originality/value - The paper's contribution is its understanding of discursive
change processes as tensions between competing bodies of knowledge.
Re-conceptualizing organizational change to address such multi-vocality opens up
new ways of examining how organizing and re-organizing processes in
organizations affect organizational knowledge and thus organizational
capability.
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*Pages: 369-382 (Article)
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Title:
The "HRM project" and managerialism - Or why some discourses are more equal than
others
Authors:
Mueller, F; Carter, C
Source:
JOURNAL OF ORGANIZATIONAL CHANGE MANAGEMENT, 18 (4): 369-382; 2005
Abstract:
Purpose - This paper aims to present a detailed examination of the relationship
and debate between realist understandings of HRM, on the one hand, and
discourse-based notions of HRM, on the other. The objective is to provide a
basis for a possible debate between these, seemingly contradictory,
perspectives.
Design/methodology/approach - The paper argues that these perspectives can be
integrated if one adopts a perspective that overcomes this dualism by thinking
of HRM as a "project" where speech acts and non-linguistic forms of action are
seen as interdependent. The paper uses interview extracts in order to illustrate
how the HRM Project gets constituted but also resisted in the context of a
post-privatisation electricity company.
Findings - This paper is predicated on the notion that the discourse of HRM is
closely intertwined with the shift in power relations between employers,
managers, employees and trade unions from the early 1980s onwards. In order to
capture the broader context of the discourse it is suggested that the notion of
an "HRM Project" includes not only language but also practices,
boundary-spanning linkages, and external agents such as regulators and financial
institutions.
Originality/value - Builds on the notion of discourse as a strategic resource.
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*Pages: 383-390 (Article)
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Title:
Looking forwards: discursive directions in organizational change
Authors:
Oswick, C; Grant, D; Michelson, G; Wailes, N
Source:
JOURNAL OF ORGANIZATIONAL CHANGE MANAGEMENT, 18 (4): 383-390; 2005
Abstract:
Purpose - This paper aims to review the discursive formation of organizational
change and to consider the possible directions that change management
initiatives may take in the future.
Design/methodology/approach - This closing piece identifies a traditional change
discourse and an emerging change discourse. This is achieved through a review of
the extant literature and the contributions to the special issue.
Findings - The paper highlights a shift of emphases in organizational change due
to environmental imperatives. In particular, it reveals a move from
problem-centred, discrete interventions to a focus on continuous improvements.
It also draws attention to the emerging significance of discourse-based
approaches concerned with image, identity, organizational learning and knowledge
management.
Originality/value - Provides a framework for classifying different forms of
organizational change activity and posits directions for future development.
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*Pages: 309-311 (Editorial Material)
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Title:
Discourse and organizational change: Part two
Authors:
Grant, D; Michelson, G; Oswick, C; Wailes, N
Source:
JOURNAL OF ORGANIZATIONAL CHANGE MANAGEMENT, 18 (4): 309-311; 2005
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