I am not your hero: change management and culture shocks in a public sector corporation

Fronda, Yannick; Moriceau, Jean‐Luc

doi:10.1108/09534810810903234

Cited by 38 publications

(42 citation statements)

References 21 publications

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“…(…)all groups-be they small face-to-face units or large scale societal categories-are thought to be psychologically equivalent for their members, at least as far as the operation of social identity processes is concerned." This call for more research is in line with findings of Fronda and Moriceau (2008) whose investigation of organizational change found contradictory perceptions of recipients (operational managers) and change agents (top executives) of management interventions. Also, van Dijk and van Dick (2009) found that resistance to change has different meaning for employees and change agents-based on their respective differences in identity.…”

Section: Introductionsupporting

confidence: 66%

Different experiences of socio‐cultural integration: a European merger in Mexico

Łupina-Wegener

Schneider

Dick

2011

Journal of Organizational Change Management

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and the Journal of Personnel Psychology. Rolf van Dick has published more than 70 articles in peerreviewed journals and more than 30 books and book chapters centering on the application of social identity in organizations (e.g., mergers, diversity, leadership).2 Abstract Purpose -Building on social identity theory, we present a study on the socio-cultural integration process in a merger of two European pharmaceutical subsidiaries in Mexico. We investigated antecedents of perceived threat to pre-merger identities in an officially claimed "merger-of-equals".Design/methodology/approach -A mixed-methods approach was adopted comprising semistructured interviews (with 37 interview partners) and standardized employee surveys with 890 respondents.Findings -Findings indicate that identity of the new organization was largely shared among members of the different subgroups. Though the employees considered their pre-merger identities to be at stake (as demonstrated through the interviews), this experienced threat was not very strongly expressed in the survey. In fact, the sub-groups were able to maintain distinctiveness, acknowledge the value added of each group, and had access to resources. Research limitations/implications -The main study limitation concerns the fact that this researchwas conducted using a cross-sectional design. It would be interesting in future research to observe the processes as they unfold over time.Practical implications -Our findings may help managers and change agents to understand that within merger partners, subgroups exist and different concerns in terms of their identity may emerge.Originality/value -The results shed light on how shared identity in the new organization can successfully develop despite different perceptions of the integration process of members from the acquired and the acquiring groups. In contrast to past research findings on M&As, positive results were achieved despite contradictory perceptions of integration process of members of the acquired and the acquiring groups.

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Section: Introductionsupporting

confidence: 66%

Different experiences of socio‐cultural integration: a European merger in Mexico

Łupina-Wegener

Schneider

Dick

2011

Journal of Organizational Change Management

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“…While there is a great deal of work that has engaged qualitative methods in studying managers' narratives and/or which has adopted a narrative analytical approach to understanding management and organizations, there is relatively little that has used data acquired through extended written narratives of managers (Down and Reveley, 2009;Fronda and Moriceau, 2008;Landau and Drori, 2008;Letiche et al, 2008;Vickers, 2008;Watson, 2009). Indeed, in a literature search for this paper the author found no references for any study that had collected written narratives from practicing managers.…”

Section: Methodology: Collecting and Analyzing Narrativesmentioning

confidence: 99%

Managerial narratives: a critical dialogical approach to managerial identity

McKenna

2010

Qualitative Research in Organizations and Management: An International Journal

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Purpose -The purpose of this paper is to explore the use of a dialogical approach, associated with the Russian literary critic and philosopher Bakhtin, in understanding the portrayal of managerial identity in management narratives. In particular, it applies these ideas critically to understand how managers' identities are partly shaped by the dominant discourse or idea about what a manager should "be." Design/methodology/approach -The paper draws on three written narratives of managers. It applies a dialogical approach to consider how they position themselves interactionally in the narratives in such a way as to highlight a managerial identity based on being "enterprising" and "for change," while simultaneously voicing alternative identities negatively. The use of the written narratives of managers and the application of a dialogical approach is an important contribution to the literature. Findings -The findings suggest that managers, when reflecting on organizational events through narrative, assume a managerial identity that reflects current dominant discourse about what a manager should ''be.'' In doing so they reject other possible discourses that offer alternatives, not only to managerial ''being,'' but also to what management and organizations might reflect and represent. The paper also, however, recognizes that some managers reject this identity and its implications for organizational activity. Research limitations/implications -The paper suggests that managerial identity is partly a product of a dominant discursive/ideological formation rather than individual choice. Although managers may reject this interpellation creating an alternative is constrained by the regime of truth that prevails about what management is at any given time. The approach might be considered overly deterministic in its view of managerial identity. Originality/value -The paper extends the understanding of managerial identity and how it is portrayed through narrative by using a dialogical approach to interpretation.

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“…Carr and Brower (2000, 114) see bureaucratic resistance as 'action or intentional inaction that defies, opposes or sidesteps the rules, roles or routines of the organization'. Reluctance to accept a change has many guises, including overt behaviours (strikes, working to rule and lower productivity), and more covert and passive behaviours to frustrate -such as lateness, absence and reduced engagement and effort (Ackroyd and Thompson 1999;Fronda 2008).…”

Section: Reactions To Change and Productive Resistancementioning

confidence: 99%

Productive Resistance within the Korean Public Sector: Exploring Organisational Culture

Park

Lunt

2017

Public Organiz Rev

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The article examines how South Korean civil servants responded to the introduction of pay for performance. Drawing upon 31 in-depth interviews with career civil servants, it identifies what became known as 1/n, a form of 'discreet resistance' that emerged and evolved. The analytical framework allows productive resistance to be seen as ebbing and flowing during organisational change that sees institutionalisation, deinstitutionalisation and re-institutionalisation. In understanding the cultural context of organisational resistance the contribution is three-fold. First, a nuanced definition and understanding of productive resistance. Second, it argues that productive resistance must be seen as part of a process that does not simply reflect 'offer and counter-offer' within the change management process. Thirdly, it identifies differences within groups and sub-cultures concerning commitment towards resistance and how these fissures contribute towards change as new interpretive schemes and justifications are presented in light of policy reformulations.

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I am not your hero: change management and culture shocks in a public sector corporation

Cited by 38 publications

References 21 publications

Different experiences of socio‐cultural integration: a European merger in Mexico

Different experiences of socio‐cultural integration: a European merger in Mexico

Managerial narratives: a critical dialogical approach to managerial identity

Productive Resistance within the Korean Public Sector: Exploring Organisational Culture

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