Journal of Organizational Change Management
Опубликовано на портале: 19-09-2003
John O. Ogbor
Journal of Organizational Change Management.
2001.
Vol. 14.
No. 6.
P. 590-608.
Based on critical theory and dialectical thought, discusses and outlines a framework
for understanding corporate culture as corporate hegemony. First, offers the relevance
of critical theory to the study of corporate culture as a managerial praxis and organizational
discourse. Second, examines three aspects of the dialectics of corporate culture:
the dialectical tensions between corporate and individual identity; the conflicting
pressure for uniformity and diversity; and the dialectics of empowerment and disempowerment.
Third, discusses the mechanisms for the hegemonic perpetuation of corporate culture
by researchers and practitioners and for resisting a critical stance in the discourse
of corporate culture. Fourth, and finally, the article examines possible ways for
overcoming the problem of cultural hegemony in organization theory and praxis.
Опубликовано на портале: 03-10-2003
John O. Ogbor
Journal of Organizational Change Management.
2001.
Vol. 14.
No. 6.
P. 590 - 608 .
Based on critical theory and dialectical thought, discusses and outlines a framework
for understanding corporate culture as corporate hegemony. First, offers the relevance
of critical theory to the study of corporate culture as a managerial praxis and organizational
discourse. Second, examines three aspects of the dialectics of corporate culture:
the dialectical tensions between corporate and individual identity; the conflicting
pressure for uniformity and diversity; and the dialectics of empowerment and disempowerment.
Third, discusses the mechanisms for the hegemonic perpetuation of corporate culture
by researchers and practitioners and for resisting a critical stance in the discourse
of corporate culture. Fourth, and finally, the article examines possible ways for
overcoming the problem of cultural hegemony in organization theory and praxis.
Опубликовано на портале: 26-11-2008
Tara J. Fenwick
Journal of Organizational Change Management.
2007.
Vol. 20.
No. 4.
P. 509-524.
Purpose - This paper seeks to examine the identities and subjectivities of independent knowledge workers who contract their services to organizations. Two questions are addressed: who are these enterprising knowledge workers, in terms of how they understand and position themselves relative to organizational structures, practices and social relations in their work as '' inside outsiders ''? How do they recognize their own constitution, and what spaces for agency are possible?
Design/methodology/approach - The discussion draws upon a qualitative study of 18 self-employed consultants in organizational change, analysing their articulations as ongoing constitutions within prescribed discourses and cultural technologies. Semi-structured in-depth interviews were analysed inductively to determine themes and silences among the narratives.
Findings - The argument shows how these subjectivities emerge from in-between spaces, both inside and outside organizations. As they negotiate these spaces, they exercise agency by resisting control while building connections. These articulations are described as '' network identities ''.
Originality/value - The paper concludes with implications for organizations employing or contracting with such individuals. Suggestions for managers involve enabling more project structures, negotiating boundaries and purposes more clearly, providing more flexible conditions and facilitating more integration of these knowledge workers with other employees before, during and following innovative project activity.
Опубликовано на портале: 17-09-2004
Joseph A. Belizzi, Ronald W. Hasty
Journal of Organizational Change Management.
2000.
Vol. 13.
No. 5.
Presents the idea that the "Aubry" law context, which concerns the reorganization
of working time, constitutes an encouragement to decentralize the collective negotiation.
Introduced in June 1998, this mechanism represents an opportunity to observe innovative
negotiation modes and the construct of organizations' models. These models aim to
associate the principles of Taylorism with the increasing need for flexibility. Through
negotiation cases, the authors observe the manner in which the social partners build
satisfactory compromises regarding work and the organization of working time. Such
processes show the ability of employees to participate in organizational constructs
and their creativity. The empirical observations illustrate the debate on the renewal
of the Taylorian approach for organizations. Historically, in France, the action
of trade union organizations has been deeply rooted in the protest against the Taylorian
model; today the union movement constitutes, in our understanding, one phase of professional
relations in the reshaping process of the Taylorian model of organization.
Organizational Change: Relationship between Reactions, Behaviour and
Organizational Performance [статья]
Опубликовано на портале: 18-09-2003
Dianne S. Lewis
Journal of Organizational Change Management.
1994.
Vol. 7.
No. 5.
P. 41 - 55 .
Describes one aspect of a longitudinal case study conducted in an Australian college
of advanced education undergoing transformation to a university and explores the
relationship between the espoused and observed reaction by staff to the changes,
their actual behaviour, and the performance of the organization. Findings from the
research did not vindicate the assumption in the culture literature that organizational
culture has a direct and predictable effect on organizational performance, as the
organization performed very well according to stakeholders' criteria, in spite of
widespread opposition at both grass roots and middle management levels during a period
of forced, rapid change. Qualitative evidence is given of the very negative reactions
to the forced behaviour changes, while quantitative evidence is given of the level
of performance achieved by the organization during the same period. The conclusion
is drawn that, on an organization-wide scale, whole patterns of staff behaviour may
be changed without a corresponding positive change in values or assumptions.
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