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

Carlisle, Ysanne; Baden‐Fuller, Charles

doi:10.1177/0170840604045093

Cited by 26 publications

(26 citation statements)

References 45 publications

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“…Implicit in this research is the assumption that organizational values are important because they shape how organizations act, change, or perform (Bourne and Jenkins 2013). This assumption has indeed been validated by a series of studies, demonstrating a link between organizational values and organizational outcomes, including innovation (Hage and Dewar 1973), resource acquisition (Voss et al 2000), success in organizational change initiatives (Amis et al 2002, Carlisle andBaden-Fuller 2004), and issue response (Bansal 2003).…”

Section: Bricolage In Organizationsmentioning

confidence: 89%

How Emerging Organizations Take Form: The Role of Imprinting and Values in Organizational Bricolage

Perkmann

Spicer

2014

Organization Science

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Please scroll down for article-it is on subsequent pagesWith 12,500 members from nearly 90 countries, INFORMS is the largest international association of operations research (O.R.) and analytics professionals and students. INFORMS provides unique networking and learning opportunities for individual professionals, and organizations of all types and sizes, to better understand and use O.R. and analytics tools and methods to transform strategic visions and achieve better outcomes. For more information on INFORMS, its publications, membership, or meetings visit W e examine how emerging organizations acquire shape by drawing on multiple organizational forms, a process we call organizational bricolage. Studying Indymedia London, a grassroots media collective, we propose a grounded theory of organizational bricolage that identifies how various types of organizational forms are selected and how they are instantiated into the organization. Whereas extant research has emphasized imprinting as a primary mechanism shaping newly founded organizations, we point to the additional role of organizational values. Emerging organizations augment their imprinted forms by using ancillary forms aligned with their organizational values and reinforce their core features by differentiating themselves from antagonistic forms that conflict with their values. We contribute to the literature on organizational formation by developing a process model that details how imprinted forms are subsequently modified. Moreover, we extend theories of bricolage by specifying the limits to the relative arbitrariness of bricolage as an activity, and we contribute to the study of organizational values by suggesting that they act as a focusing device shaping organizational structure.

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Section: Bricolage In Organizationsmentioning

confidence: 89%

How Emerging Organizations Take Form: The Role of Imprinting and Values in Organizational Bricolage

Perkmann

Spicer

2014

Organization Science

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“…First, it coincided with the completion of requisite training and several major milestones of new procedures and processes in the lean implementation. Second, we also surmised that early perceptions of the focal change were not likely to change quickly because of biases that tend to reinforce one's early perceptions (Carlisle & Baden‐Fuller, ) and the need for first‐hand experience with the lean environment before making an informed judgment.…”

Section: Methodsmentioning

confidence: 99%

Champions, Converts, Doubters, and Defectors: The Impact of Shifting Perceptions on Momentum for Change

Jansen

Shipp

Michael

2015

Personnel Psychology

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Maintaining momentum is a key influence on the ultimate success of large-scale change. In this paper, we develop theory to explain how stable versus shifting change-supportive perceptions over time differentially influence the perceived momentum associated with goal-directed change (i.e., change-based momentum). We use cross-level polynomial regression and data obtained early and 1 year later within an organization implementing a lean manufacturing transformation to model changes in individual perceptions. Results suggest that momentum perceptions are higher for "Champions" (stable and high perceptions over time) as compared to "Converts" (increasing perceptions over time), but momentum perceptions are lower for "Defectors" (decreasing perceptions over time) as compared to "Doubters" (stable and low perceptions over time). We find that even if participants converge upon change-supportive perceptions later in the change process, early divergent perceptions influence subsequent momentum for the change. These findings highlight the important role of temporal shifts in perceptions for organizational change processes.

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“…Organizational values have been positioned as central to concepts such as culture (Gagliardi 1986;Schein 1985) and organizational identity (Gioia et al 2000;Scott and Lane 2000), and have been linked with other fields of organizational research including strategy (Bansal 2003;Carlisle and Baden-Fuller 2004), change (Burnes and Jackson 2011;Kabanoff et al 1995) and leadership (Cha and Edmondson 2006;Stadler and Hinterhuber 2005). Comparing and contrasting the values of individuals and their organization has advanced understanding of the problems and challenges relating to person-organization fit (Cable and Edwards 2004;Kristof 1996), commitment (Finegan 2000;Stride and Higgs 2013) and employee attitudes (Ostroff et al 2005).…”

Section: Organizational Valuesmentioning

confidence: 99%

Mapping Espoused Organizational Values

2017

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This paper develops an inventory and conceptual map of espoused organizational values. We suggest that espoused values are fundamentally different to other value forms as they are collective value statements that need to coexist as a basis for organizational activity and performance. The inventory is built from an analysis of 3112 value items espoused by 554 organizations in the UK and USA in both profit and not-for-profit sectors. We distil these value items into 85 espoused value labels, and these are assessed in terms of their similarity and difference through judgements made by 53 experienced individuals. The resulting conceptual map facilitates the evaluation of values which are espoused at the organizational level, as opposed to aggregations of personal values, an important distinction that is often ignored in the literature. This analysis identifies a number of distinct areas of emphasis occupied by espoused values. In particular, the richness of value labels that relates to broader ethical issues may be aimed at external stakeholder management, but also may have an increasing influence on organizational behaviour as they are embedded into organizational practices. By advancing our understanding of espoused values, through an analysis of those being used in practice, we provide a means by which future research into organizational values and ethical issues can progress.

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

Cited by 26 publications

References 45 publications

How Emerging Organizations Take Form: The Role of Imprinting and Values in Organizational Bricolage

How Emerging Organizations Take Form: The Role of Imprinting and Values in Organizational Bricolage

Champions, Converts, Doubters, and Defectors: The Impact of Shifting Perceptions on Momentum for Change

Mapping Espoused Organizational Values

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