Discourses of disrupted identities in the practice of strategic change: the mayor, the street-fighter and the insider-out

Beech, P.N.H. and Johnson, P. (2005) Discourses of disrupted identities in the practice of strategic change: the mayor, the street-fighter and the insider-out. Journal of Organizational Change Management, 18 (1). pp. 31-47. ISSN 0953-4814

Full text not available in this repository.Request a copy from the Strathclyde author

Abstract

Aims to explore identity dynamics in the lived experience of a strategic change over time. Results showed that the identity dynamics were at times comfortable and uncomfortable fits for the individuals involved, and over time expectations and realisations impacted on the processes of change in ways that were unexpected and unintentional for the actors. The outcome of the analysis shows the disruptive impact of identity dynamics on the practice of strategic change.