Changing Conversations in Organizations: A Complexity Approach to Change
By Mine Karatas‐Ozkan. 2004
206 citations recorded by the source corpus.
Subfields: Management Science and Operations Research, Strategy and Management
View Paper: https://www.semanticscholar.org/paper/ab92d585b860166e8aaae0fb249057821af6061d
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In Management Science and Operations Research
In Strategy and Management
Citations in the corpus
- Toward a Discourse-Centered Understanding of Organizational Change (2011, background): “…out and use these alternative discourses—often so as to frame new shared meanings and change mindsets that go on to create significant and beneficial change in organizations (Bushe & Marshak, 2009; Ford & Ford, 1995; Gergen, Gergen, & Barrett, 2004; Marshak & Grant, 2008; Shaw, 2002; Stacey, 2001).”
- The Uncertainty of Innovation: A Systematic Review of the Literature (2011, background): “Innovation necessitates initiative, which in turn can lead to the situation termed by Shaw (2002) as the paradox of “being in charge but not in control”.”
- Initiating action research (2009, background): “In contrast, a process of mutual inquiry can evolve from and within everyday conversations in the manner that Shaw describes as ‘changing conversations in organizations’ (Shaw, 2002).”
- Does E‐learning Policy Drive Change in Higher Education?: A case study relating models of organisational change to e‐learning implementation (2005, background): “This does not mean that change is uncontrolled, however: the intervention of agents, such as consultants (Shaw, 2002) or workplace educators (Farrell, 2001), plays an important role in influencing how discourses (understood as ways of talking about something) are acquired and used.”