Toggle Main Menu Toggle Search

Open Access padlockePrints

Reversal of strategic change

Lookup NU author(s): Professor John Sillince

Downloads

Full text for this publication is not currently held within this repository. Alternative links are provided below where available.


Abstract

When planned change is canceled, managers may be tempted to reverse their organization’s strategy. Our longitudinal case study documents an organization’s canceled merger effort and a failed attempt to return to the organization’s widely accepted premerger strategy. We trace the failure to contradictions in symbolic change management. The phenomenon of change reversal draws attention to the historical continuity of “sensemaking” and raises caution about the popular view that managers need to destroy organizational meaning to facilitate the realization of strategic change.


Publication metadata

Author(s): Mantere S, Schildt H, Sillince JAA

Publication type: Article

Publication status: Published

Journal: Academy of Management Journal

Year: 2012

Volume: 55

Issue: 1

Pages: 172-196

Print publication date: 01/02/2012

ISSN (print): 0001-4273

Publisher: Academy of Management

URL: http://dx.doi.org/10.5465/amj.2008.0045

DOI: 10.5465/amj.2008.0045


Altmetrics

Altmetrics provided by Altmetric


Share