The social construction of organizational change paradoxes

2006 ◽  
Vol 19 (4) ◽  
pp. 491-502 ◽  
Author(s):  
Lotte S. Luscher ◽  
Marianne Lewis ◽  
Amy Ingram
2012 ◽  
Vol 16 (2) ◽  
pp. 91-111 ◽  
Author(s):  
Anna Soulsby ◽  
Ed Clark

This article seeks to advance our understanding of organizational change by exploring the relationships between patterns of organizational restructuring and identity dynamics as they interrelate over time. Our arguments are set in the empirical context of post-socialist Central Europe and the data, derived from the longitudinal study of a former state-owned enterprise that has been visited many times from 1993 to 2011, tell the story of a process of vertical disintegration. The article contributes to the field by elaborating the dynamic effects of identity ambivalence and identity conflict on top management decision making and the consequent social construction of organizational change processes.


1992 ◽  
Vol 37 (11) ◽  
pp. 1186-1186
Author(s):  
Garth J. O. Fletcher

2010 ◽  
pp. 73-89
Author(s):  
M.-F. Garcia

The article examines social conditions and mechanisms of the emergence in 1982 of a «Dutch» strawberry auction in Fontaines-en-Sologne, France. Empirical study of this case shows that perfect market does not arise per se due to an «invisible hand». It is a social construction, which could only be put into effect by a hard struggle between stakeholders and large investments of different forms of capital. Ordinary practices of the market dont differ from the predictions of economic theory, which is explained by the fact that economic theory served as a frame of reference for the designers of the auction. Technological and spatial organization as well as principal rules of trade was elaborated in line with economic views of perfect market resulting in the correspondence between theory and reality.


1978 ◽  
Vol 25 (5) ◽  
pp. 461-475 ◽  
Author(s):  
Merton J. Kahne ◽  
Charlotte Green Schwartz

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