Book Chapter10.1016/S0897-3016(04)15002-7
When change becomes excessive
Joyce Falkenberg,Inger G. Stensaker,Christine Benedichte Meyer,Anne Cathrin Haueng +3 more
- 08 Apr 2005
- Vol. 15
16
TL;DR: In this paper, the authors draw on existing literature in strategy and management to theoretically develop the phenomenon of excessive change, ways of coping with excessive change and organizational consequences of such change.
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Abstract: “Change or perish” has become a corporate mantra (Abrahamson, 2000). What happens when change becomes excessive? We define excessive change as when organizations pursue several seemingly unrelated and perhaps conflicting changes simultaneously, or when organizations introduce new changes before previous changes have been completed. When change is perceived as excessive, organizational members react in various ways. In this paper we draw on existing literature in strategy and management to theoretically develop the phenomenon of excessive change, ways of coping with excessive change, and organizational consequences of excessive change. Implications include how excessive change can be managed as well as suggestions for future research.
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Methods for Tracking and Trailing Change
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26.2K
Sensemaking and sensegiving in strategic change initiation
TL;DR: An ethnographic study of the initiation of a strategic change effort in a large, public university develops a new framework for understanding the distinctive character of the beginning stages of strategic change by tracking the first year of the change through four phases.
3.8K