Managing Change: Steering a Course between Intended Strategies and Unanticipated Outcomes
By Julia Balogun. 2006
262 citations recorded by the source corpus.
Subfields: Organizational Behavior and Human Resource Management
View Paper: https://www.semanticscholar.org/paper/13d3d6901af98ab47addc443fe2a10c1514aeaef
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Organizational Behavior and Human Resource Management
- Marlys K. Christianson
- Inger Stensaker
- Joyce Falkenberg
- Kjell Grønhaug
- Henk W. Volberda
- Sally Maitlis
- Jatinder S. Sidhu
- M. Hughes
Citations in the corpus
- Implementation Activities and Organizational Sensemaking (2008, background): “According to Balogun (2006), the presumption persists that better formulation of plans and more thorough planning is the key to goal achievement during change.”
- Experiencing Gossip: The Foundations for a Theory of Embedded Organizational Gossip (2010, background): “…into how middle managers made sense of top-down change strategies and the intended and unintended consequences of their sensemaking activities (Balogun, 2006; Balogun & Johnson, 2004, 2005), employees’ sensemaking about a change from traditional office-based work to nomadic work (Bean &…”
- The Conjoint Influence of Top and Middle Management Characteristics on Management Innovation (2018, background): “This may help MM to arrive at a more aligned interpretation of what behaviors are expected to introduce the changes envisioned by TM (Balogun, 2006).”
- Do 70 Per Cent of All Organizational Change Initiatives Really Fail? (2011, background): “Balogun (2006) highlighted the prevalence of intended and unintended outcomes in strategic change and encouraged a sense-making framework, informing the different ways managers at different levels make sense of organizational-change outcomes.”
- Sensemaking in Organizations: Taking Stock and Moving Forward (2014, background): “Work by Balogun (2003, 2006) and Balogun and Johnson (2004, 2005), for example, examines a UK utility involved in a significant strategic change initiative, and documents the great number and range of sensemaking triggers that this change created for middle managers.”