Agreeing on What? Creating Joint Accounts of Strategic Change
References
- (2014) The double edge of ambiguity in strategic planning. J. Management Stud. 51(2):235–264.Crossref, Google Scholar
- (2013) The role of recontextualization in the multivocal, ambiguous process of strategizing. J. Management Inquiry 21(4):413–428.Crossref, Google Scholar
- (2004) Organizational restructuring and middle managers sensemaking. Acad. Management J. 47(4):523–549.Crossref, Google Scholar
- (2005) From intended strategies to unintended outcomes: The impact of change recipient sensemaking. Organ. Stud. 26(11):1573–1601.Crossref, Google Scholar
- (2016) Senior managers’ sensemaking and responses to strategic change. Organ. Sci. 26(4):960–979.Link, Google Scholar
- (2011) Selling, resistance and reconciliation: A critical discursive approach to subsidiary role evolution in MNEs. J. Internat. Bus. Stud. 42(6):765–786.Crossref, Google Scholar
- (1997) Institutionalization and structuration: Studying the links between action and institution. Organ. Stud. 18(1):93–117.Crossref, Google Scholar
- (1997) Strategy retold: Toward a narrative view of strategic discourse. Acad. Management Rev. 22(2): 429–452.Crossref, Google Scholar
- (1984) Changing interpretative schemes and organizational restructuring. The example of a religious order. Admin. Sci. Quart. 29(3):355–372.Crossref, Google Scholar
- (1991) The storytelling organization: A study of story performance in an office-supply firm. Admin. Sci. Quart. 36(1):106–126.Crossref, Google Scholar
- (1995) Stories of the storytelling organization: A postmodern analysis of Disney as “Tamara-Land.” Acad. Management J. 38(4):997–1035.Crossref, Google Scholar
- (1995) Managing understandings: Politics, symbolism, niche marketing and the quest for legitimacy in IT implementation. Organ. Stud. 16(6):951–969.Crossref, Google Scholar
- (1998) Narrative, politics and legitimacy in an IT implementation. J. Management Stud. 35(1):35–58.Crossref, Google Scholar
- (2003) Epic and tragic tales making sense of change. J. Appl. Behavioral Sci. 39(2):121–144.Crossref, Google Scholar
- (2008) Making sense of sensemaking narratives. Human Relations 61(8):1035–1062.Crossref, Google Scholar
- (2007) Discourse and audience: Organizational change as multi-story process. J. Management Stud. 44(5):669–685.Crossref, Google Scholar
- (1974) Leadership and Ambiguity: The American College President (McGraw-Hill, New York).Google Scholar
- (2004) Identity ambiguity and change in the wake of a corporate spin-off. Admin. Sci. Quart. 49(2):173–208.Crossref, Google Scholar
- (2001) The dynamics of collective leadership and strategic change in pluralistic organizations. Acad. Management J. 44(4):809–837.Crossref, Google Scholar
- (1996) Leadership and strategic change under ambiguity. Organ. Stud. 17(4):673–97.Crossref, Google Scholar
- (2011) Escalating indecision: Between reification and strategic ambiguity. Organ. Sci. 22(1):225–244.Link, Google Scholar
- (1986) Communication, meaning, and organized action. Admin. Sci. Quart. 31(1):43–55.Crossref, Google Scholar
- (1984) Ambiguity as strategy in organizational communication. Comm. Monographs 51(3):227–242.Crossref, Google Scholar
- (1997) Organizational Communication (New York).Google Scholar
- (2010) Beyond dualism: Stability and change as a duality. Acad. Management Rev. 35(2):202–225.Crossref, Google Scholar
- (2011) Strategy as practice and the narrative turn. Organ. Stud. 32(9):1171–1196.Crossref, Google Scholar
- (2006) The symbolic management of strategic change: Sensegiving via framing and decoupling. Acad. Management J. 49(6):1173–1193.Crossref, Google Scholar
- (2008) Resistance to change. The rest of the story. Acad. Management Rev. 33(2):362–377.Crossref, Google Scholar
- (1991) Sensemaking and sensegiving in strategic change initiation. Strategic Management J. 12(6): 433–448.Crossref, Google Scholar
- (2012) Visionary ambiguity and strategic change: The virtue of vagueness in launching major organizational change. J. Management Inquiry 21(4):364–375.Crossref, Google Scholar
- (2013) Organizational identity formation and change. Acad. Management Ann. 7(1):123–193.Crossref, Google Scholar
- (1994) Symbolism and strategic change in academia: The dynamics of sensemaking and influence. Organ. Sci. 5(3):363–383.Link, Google Scholar
- (1998) Strategies of engagement: Lessons from the critical examination of collaboration and conflict in an interorganizational domain. Organ. Sci. 9(2):217–230.Link, Google Scholar
- (2014) Strategy, discourse and practice: The intensification of power. J. Management Stud. 51(2):320–348.Crossref, Google Scholar
- (1983) Strategy formation in the university setting. Rev. Higher Ed. 6(4):407–433.Crossref, Google Scholar
- (2005) Strategy-as-Practice: An Activity-Based View (Sage, London).Crossref, Google Scholar
- (2008) Shaping strategy as a structuration process. Acad. Management J. 51(4):621–650.Crossref, Google Scholar
- (2008) The role of meetings in the social practice of strategy. Organ. Stud. 29(11):1391–1426.Crossref, Google Scholar
- (2007) A rhetoric-in-context approach to building commitment to multiple strategic goals. Organ. Stud. 28(11):1639–1665.Crossref, Google Scholar
- (2008) Framing contests: Making strategy under uncertainty. Organ. Sci. 19(5):729–752.Link, Google Scholar
- (2009) Studying processes in and around organizations. Buchanan DA, Bryman A, eds. The Sage Handbook of Organizational Research Methods (Sage, London), 409–429.Google Scholar
- (1951) Field Theory in Social Science (Harper & Row, New York).Google Scholar
- (1974) Power: A Radical View, Vol. 1 (Macmillan, London).Crossref, Google Scholar
- (2003) Orchestral manoeuvres in the dark: Understanding failure in organizational strategizing. J. Management Stud. 40(1):109–139.Crossref, Google Scholar
- (2008) On the problem of participation in strategy: A critical discursive perspective. Organ. Sci. 19(2):341–358.Link, Google Scholar
- (1994) Qualitative Data Analysis: An Expanded Sourcebook, 2nd ed. (Sage, London).Google Scholar
- (1998) Business planning as pedagogy: Language and control in a changing institutional field. Admin. Sci. Quart. 43(2):257–292.Crossref, Google Scholar
- (2004) The metaconversation: The recursive property of language as a key to organizing. Acad. Management Rev. 29(4):617–634.Crossref, Google Scholar
- (2003) Strategizing as lived experience and strategists’ everyday efforts to shape strategic direction. J. Management Stud. 40(1):57–82.Google Scholar
- (2010) The interactional accomplishment of a strategic plan. Llewellyn N, Hindmarsh J, eds. Organisation, Interaction, and Practice (Cambridge University Press, Cambridge, UK), 198–217.Crossref, Google Scholar
- (2007) Switching strategic perspective: The reframing of accounts of responsibility. Organ. Stud. 28(2):155–176.Crossref, Google Scholar
- (2012) Shaping strategic action through the rhetorical construction and exploitation of ambiguity. Organ. Sci. 23(3):630–650.Link, Google Scholar
- (2001) Interpreting Qualitative Data. Methods for Analysing Talk, Text and Interaction, 2nd ed. (Sage, London).Google Scholar
- (2010) We’re changing or are we? Untangling the role of progressive, regressive and stability narratives during strategic change implementation. Acad. Management J. 53(3):477–512.Crossref, Google Scholar
- (2011) Explaining employee engagement with strategic change implementation: A meaning-making approach. Organ. Sci. 23(1):1–23.Link, Google Scholar
- (2005) Theorizing the micro-politics of resistance: New public management and managerial identities in the UK public services. Organ. Stud. 26(5):683–706.Crossref, Google Scholar
- (2011) Managing organizational change: Negotiating meaning and power-resistance relations. Organ. Sci. 22(1):22–41.Link, Google Scholar
- (2009) A dialogical approach to the creation of new knowledge in organizations. Organ. Sci. 26(6):941–957.Link, Google Scholar
- (2002) On organizational becoming: Rethinking organizational change. Organ. Sci. 13(5):567–582.Link, Google Scholar
- (2005) Organizing and the process of sensemaking. Organ. Sci 16(4):409–421.Link, Google Scholar
- (1989) Research notes and communications strategic process effects on consensus. Strategic Management J. 10(3):295–302.Crossref, Google Scholar

