REVERSAL OF STRATEGIC CHANGE

• 成果类型: Article
• 署名作者: Mantere, Saku; Schildt, Henri A.; Sillince, John A. A.
• 署名单位: Hanken School of Economics; Newcastle University - UK
• 刊物名称: ACADEMY OF MANAGEMENT JOURNAL
• ISSN/ISSBN: 0001-4273
• DOI: 10.5465/amj.2008.0045
• 发表日期: 2012
• 页码: 172-196
• 关键词: ORGANIZATIONAL-CHANGE; AUTOBIOGRAPHICAL MEMORY; Real options; IDENTITY; SENSEMAKING; PERSPECTIVE; management; DYNAMICS; identification; adaptation

摘要

When planned change is canceled, managers may be tempted to reverse their organization's strategy. Our longitudinal case study documents an organization's canceled merger effort and a failed attempt to return to the organization's widely accepted premerger strategy. We trace the failure to contradictions in symbolic change management. The phenomenon of change reversal draws attention to the historical continuity of sensemaking and raises caution about the popular view that managers need to destroy organizational meaning to facilitate the realization of strategic change.