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

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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.

Author(s):Beech, P.N.H. and Johnson, P.
Item type:Article
ID code:4281
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
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:16 Aug 2019 02:23
URI:https://strathprints.strath.ac.uk/id/eprint/4281
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