Re-Applying Beliefs: An Analysis of Change in the Oil Industry

Ysanne M. Carlisle · Charles W. F. Baden‐Fuller

46 citations0/0 files storedOrganization Studies

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

Abstract

Beliefs and values are hard to alter; yet they strongly influence employees’ attitudes towards strategic changes. Using a longitudinal case study in the oil industry, we show how to distinguish between ideological beliefs (justified by ethical values) and mundane beliefs (substantiated by knowledge structures). We explain that the willingness of workers to participate in change was promoted by a dynamic interaction between these interdependent belief sets. More critically, we show that acceptance of change did not require a change in values, but rather a change in the way that values were applied. We develop propositions that move theory forward and point to future directions for research.

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1991Firm Resources and Sustained Competitive Advantage 1968The Discovery of Grounded Theory; Strategies for Qualitative Research 1983The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields 2004Firm resources and sustained competitive advantage 1992Basics of Qualitative Research: Grounded Theory Procedures and Techniques.2004The iron cage revisited institutional isomorphism and collective rationality in organizational fields 1975How To Do Things With Words 1993Basics of Qualitative Research: Grounded Theory Procedures and Techniques

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