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Full-Text Articles in Business
Designer Deviance: Enterprise And Deviance In Cultural Change Programs, R Badham, Karin Garrety, V. Morrigan, M. Zanko, Patrick Dawson
Designer Deviance: Enterprise And Deviance In Cultural Change Programs, R Badham, Karin Garrety, V. Morrigan, M. Zanko, Patrick Dawson
Faculty of Commerce - Papers (Archive)
This article explores the value of investigating cultural change programmes as exercises in engineering deviance. It does so through a case study of an organizational development cultural change programme at Sprogwheels, a large Australian corporation. Drawing on and extending the classic work of Becker (1966), the article details how the programme combined a moral crusade against what it sought to have labelled as the ‘deviant conservatism’ of the existing organizational culture with social support for ‘deviant radicalism’, in the form of a counter-cultural, self-enterprising set of middle managers promoting corporate change. The article explores the complex and contradictory ideas of …
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 …