Article2007

Unpacking Unintended Consequences in Planned Organizational Change: A Process Model

100 citations0/0 files storedManagement Communication Quarterly

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Organizational Change and Leadership Management and Organizational Studies Organizational Management and Change

Abstract

The author develops a process model of the unintended consequences in planned organizational change that draws on the structuration, organizational change, and organizational tension literatures. The model depicts the communicative actions of both senior management and employees and reveals the dynamic through which unintended consequences unfold. The model extends theoretical understandings of planned organizational change and discusses how future research can build a dialectic and dialogic model of planned change focused on employee participation. The author illustrates the model with a case study of organizational change and its unintended consequences. The article concludes with insights on change management for practitioners and with directions for future research.

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References

1984Case Study Research: Design and Methods 1991Case Study Research: Design and Methods 1984The Constitution of Society. Outline of the Theory of Structuration 1984Research in Organizational Behavior 1988Science in Action: How to Follow Scientists and Engineers through Society 1987Science in action : how to follow scientists and engineers through society 1979Central Problems in Social Theory 1980Central Problems in Social Theory: Action, Structure and Contradiction in Social Analysis.

Cited by

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