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 (http://dx.doi.org/10.1108/09534810510579832)

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.

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  Item type:	Article
  ID code:	4281
  Dates:	Date Event 2005 Published
  Keywords:	narratives, change management, work identity, work, performance management, Management. Industrial Management, Organizational Behavior and Human Resource Management, Strategy and Management, Decision Sciences(all), Management of Technology and Innovation, SDG 9 - Industry, Innovation, and Infrastructure
  Subjects:	Social Sciences > Industries. Land use. Labor > Management. Industrial Management
  Department:	Strathclyde Business School > Graduate School of Business Strathclyde Business School > Strategy and Organisation
  Depositing user:	Strathprints Administrator
  Date deposited:	11 Oct 2007
  Last modified:	23 Nov 2022 01:52
  URI:	https://strathprints.strath.ac.uk/id/eprint/4281