What does organizational change mean?: Speculations on a taken for granted category

By Paolo Quattrone, Trevor Hopper. 2001

464 citations recorded by the source corpus.

Subfields: Management Information Systems, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/824cae5eaca931b7e0655383c321584be18978e1

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In Organizational Behavior and Human Resource Management

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Citations in the corpus

Control and change - Analysing the process of institutionalisation (2007, unknown): “NIS postulates that “actors become voluntarily isomorphic to [institutions] or that the institutions mould them involuntarily with little resistance” (Quattrone and Hopper, 2001).”
Change management through leadership: the mediating role of organizational culture (2017, background): “Change can be implemented in accordance with objective and external reality or contextual evidence that results from institutional pressures and routines (Quattrone and Hopper, 2001), emphasizing the facilitating role of a change leader.”
Business intelligence & analytics in management accounting research: Status and future focus (2018, methodology): “While management accountants' roles have become more business-oriented and strategic, almost consultant-like (Granlund and Malmi, 2002; Quattrone and Hopper (2001)), better access to information has led to the decentralization of the management accounting function, where management accounting tasks…”
Multilevel analyses of organizational change and working conditions in public and private sector (2004, background): “Different types of organizational change Organizational change is seldom explicitly defined, and some have even suggested that, as a category, it is taken for granted (Quattrone & Hopper, 2001).”
Performance Measurement Myths in the Public Sector: A Research Note (2004, unknown): “Such research might shed further light on how differences in collective interpretations impinge on conceptions of stability and change (cf. Czarniawska and Joerges, 1996; and Quattrone and Hopper, 2001).”
Management Accounting: Issues in interpreting its nature and change (2007, methodology): “The operating manager rightly evokes ideals which are often mobilized for prompting change: ‘integration’ (see Busco et al., 2006; Dechow and Mouritsen, 2005; Hansen and Mouritsen, 1999), various ‘imperatives’ and slogans (see Quattrone and Hopper, 2001, 2005, 2006), and so forth.”
An institutional perspective of accountants' new roles – the interplay of contradictions and praxis (2005, background): “However, while such research has undoubtedly made useful contributions to our grasp of management accounting, some observers have been critical in recent years, particularly on the grounds that institutionalism overplays its emphasis on stability at the expense of focusing on institutional change ”
Enterprise resource planning systems, management control and the quest for integration (2005, background): “This strand of literature suggests that clerical accounting work is shifted out of the accounting function (Caglio, 2003; Quattrone & Hopper, 2001; Scapens & 692 N. Dechow, J. Mouritsen / Accounting, Organizations and Society 30 (2005) 691–733”
Management accounting and integrated information systems: A literature review (2007, background): “Today, shop floor workers initiate postings to the stock and payables accounts when they key in a goods returns notice (Quattrone and Hopper, 2001).”
Actor-Networks and the Diffusion of Management Accounting Innovations: A Comparative Study (2008, background): “In our socioconstructivist vision, change is rather a drift of practices (Quattrone and Hopper, 2001) that move in time and space along the interactions of a multitude of actors.”
ERP systems and management accounting change: opportunities or impacts? A research note (2003, background): “8 It should be pointed out that in a recent paper which also explored the implementation of ERP systems, Quattrone and Hopper (2001) go even further, and question whether it is meaningful to talk about organizational change at all.”
Extending Institutional Analysis through Theoretical Triangulation: Regulation and Activity-Based Costing in Portuguese Telecommunications (2007, background): “…fails to recognize how ABC’s status of a boundary object aids its diffusion, how it only becomes a working technology after continual translation, and the unpredictable, potentially heterogeneous and precarious outcomes this produces, even within the same organization (Quattrone and Hopper, 2001).”