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Organizational Change Stories And Management Research: Facts Or Fiction, Patrick M. Dawson
Organizational Change Stories And Management Research: Facts Or Fiction, Patrick M. Dawson
Faculty of Commerce - Papers (Archive)
Company change stories are often constructed around a linear series of ‘successful’ events which serve to show the company in a positive light to any interested external party. These stories of company success sanitise this process and offer data for change experts to formulate neat linear prescriptions on how to best manage change. This position is criticised in this paper which draws on processual case study data to argue that change is a far more complex muddied political process consisting of competing histories and ongoing multiple change narratives which may vie for dominance in seeking to be the change story. …
Telling Tales: Authoring Narratives Of Organizational Change, Patrick M. Dawson, David Buchanan
Telling Tales: Authoring Narratives Of Organizational Change, Patrick M. Dawson, David Buchanan
Faculty of Commerce - Papers (Archive)
The aim of this paper is to explore the challenges of authoring case study narratives of organizational change in a processual perspective. Most theoretical and managerial accounts of change are narrative-based. They tend to begin with a problem period, then describe interventions, and end with an assessment of outcomes and 'lessons'. However, in the construction of coherent and credible narratives, the voices of competing accounts of change may be silenced. Evidence suggests that accounts of change compete on at least four dimensions, concerning assessments, interpretations, facts, and audiences. The framework developed by Deetz (1996) is used to illustrate how narratives …