Change Leaders’ Framing Dynamics and the Popular Management Concept Implementation Trajectory
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SourceAcademy of Management Annual Meeting Proceedings, 2017, 1, (2017), pp. 1-6
Article / Letter to editor
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Academy of Management Annual Meeting Proceedings
SubjectInstitute for Management Research
We investigate how the implementation of a popular management concept and the associated organizational change is framed and reframed by change leaders in the course of the implementation trajectory. We reveal how the conceptual ambiguity of management concepts benefits careful reframing over time. We also show how reframing is triggered and influenced by opposing forces from within and outside of the organization. Overall we argue that collaborative acts of framing and reframing are essential to develop a better theoretical understanding of the management concept implementation trajectory and the persistence of management concepts in the organization.
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