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- Corvellec, Hervé, et al.
(författare)
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Barbara Czarniawska : Organizational change - fashions, institutions, and translations
- 2017
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Ingår i: The Palgrave Handbook of Organizational Change Thinkers. - Cham : Springer International Publishing. - 9783319528779 - 9783319528786 ; , s. 361-377
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Bokkapitel (refereegranskat)abstract
- Combining neo-institutionalism, actor network theory, and Gabriel Tarde's sociology, Czarniawska considers the key driver of organizational change to be imitation but an imitation that rests on translation. Organizations emulate one another by translating fashionable ideas according to their understanding, traditions, needs, and means. As translation in this tradition always entails a transformation of the translated idea or object, unexpected consequences will be expected. She does not consider these consequences to be necessarily negative; however, because if stabilized and institutionalized, unintended change can turn out to be as positive as planned change. A further strength of Czarniawska's is her ability to provide methodological tools that follow the translation processes for change: Organizational ethnographies, narrative methodology, and shadowing.
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| 2. |
- Sveningsson, Stefan, et al.
(författare)
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Mats Alvesson: A Passion for Critical Reflexivity and Rational Change
- 2021. - 2nd
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Ingår i: The Palgrave Handbook of Organizational Change Thinkers. - Cham : Springer International Publishing. - 9783030383237 - 9783030383244 ; , s. 17-35
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Bokkapitel (refereegranskat)abstract
- By employing a critical perspective toward a broad range of organizational subjects, Mats Alvesson has managed to challenge much of the conventional understanding of modern organizations and, subsequently, produce a series of alternative insights that has substantially developed organizational research and potentially enabled both organizational and societal change. While this has included the establishing of a critical approach to management studies and several novel methodological ideas, it has also involved unpacking a variety of popular concepts such as culture, control, brand, identity, power, leadership, gender, method, and organizational change as such. Mostly based on in-depth empirical studies Alvesson has repeatedly shown the value of critically acknowledging the process by which these phenomenon are understood and acted upon in real-life complex and ambiguous organizations, an approach that have enabled not only a variety of alternative understandings of organizational life but also a sense of optimism about accomplishing progressive change. Consequently, Alvesson acknowledges the value of seeing the construction of knowledge as a combination of a technical, interpretative, and critical approaches.
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