No abstract

This paper is concerned with rethinking the notion of 'good management practice'. It explicates a way of framing management theory in terms of tensions between apparently contradictory pieces of good practice advice. The relevance of this, as a practical conceptualization that could usefully inform managers about the kinds of considerations they might take account of in both their day to day and longer term management thinking, is explored. The emerging theoretical framework is elaborated in terms of some characteristics of, and language about, tensions together with possible levels of use of the concept to inform practice. It is suggested that the use of the approach necessarily implies a view of the user as a reflective practitioner.

Purpose -To explore identity dynamics in the lived experience of a strategic change over time. Design/methodology/approach -Qualitative data were collected through a longitudinal engagement with the focal organisation. Narrative analysis was used to trace the identity dynamics of senior figures in an organisation as it went through strategic change. This entailed a change of CEO and chairman, alterations to the composition of the board and the executive team and, in association with these changes in personnel, alterations to the strategy and direction of the company. Findings -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.Research limitations -The nature of the research undertaken does not seek to represent a holistic case study but, rather, is focused on a depth analysis of selected interactional data. Practical implications -A critique of traditional views of resistance to change is presented and an alternative approach to analysing reactions to change is proposed. Originality/value -The paper contributes a narrative approach to the discursive analysis of strategic change. It also elaborates the significance of "identity work" in such settings.

This paper seeks to explore the construction of group and professional identities in situations of organizational. The paper considers empirical material drawn from a health demonstration project funded by the Scottish Executive Health Department, and uses insights from this project to discuss issues that arise from identity construction(s) and organizational change. In the course of the project studied here, a new organisational form was developed which involved a network arrangement with a voluntary sector organisation and the employment of 'lay-workers' in what had traditionally been a professional setting. Our analysis of the way actors made sense of their identities reveals certain barriers to change that were significant in this project, and which may relate to other change-oriented situations.

The paper considers the underlying characterisations that participants employ in describing individuals participating in collaborations. Drawing upon insights derived from a narrative analysis of three collaborations,the paper provides insights into the way in which stories can act as a vehicle for the adoption or adaption of good practice