Managing Strategic Change; The Role of Symbolic Action

Gerry Johnson

184 citations0/0 files storedBritish Journal of Management

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

Abstract

SUMMARY As our understanding of processes of strategic management develop, it is clear that the problems of managing major shifts in strategy, which organizations face on occasions, are of a different order to the typically incremental strategy development they follow. It is also recognized that these problems are closely linked to cognitive and cultural dimensions of organizations. Research on the management processes associated with more fundamental strategic change is still sparse, but suggests that it requires substantial cognitive shifts in which intervention, often by new corporate leaders, and political and symbolic, as well as more substantial action, is likely. This paper draws together the author's and other research in related fields, to formalize explanatory models, which link organizational inertia of strategy, more fundamental strategic change, and in particular the symbolic management activities of corporate leaders as strategic change agents.

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References

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1994Politics, Symbolic Action and Myth Making in Pursuit of Legitimacy 2001Changing Collective Cognition: A Process Model for Strategic Change 2000Discourse and the study of organization: Toward a structurational perspective 2009Strategy-as-Power: Ambiguity, Contradiction and the Exercise of Power in a UK Building Society 2001An Ethnographic Study of Culture in the Context of Organizational Change 1992Organizational Culture: The Key to Effective Leadership and Organizational Development

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