On Organizational Becoming: Rethinking Organizational Change

By Haridimos Tsoukas, Robert Cheng Huat Chia. Organ. Sci., 2002

2,592 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/f9be36becc7ba3f99e453aa1276b37a5500ac3bc

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Citations in the corpus

Managing Organizational Change: Negotiating Meaning and Power-Resistance Relations (2011, background): “organizational becoming perspective to learn more about the negotiation of meaning and powerresistance relations in the context of organizational change (Tsoukas and Chia, 2002).”
Sensemaking in Organizations: Taking Stock and Moving Forward (2014, background): “Organizations are always in the process of being created and re-created (Tsoukas & Chia, 2002) but this is especially true in temporary organizations, where nothing exists until organizing takes place.”
Andrew Carnegie and the foundations of contemporary entrepreneurial philanthropy (2011, background): “…of entrepreneurial philanthropists: the same individuals and the organisations they create are constantly changing and forever becoming (Chia, 2002; Tsoukas & Chia, 2002), and their dispositions are formed in specific contexts through everyday acts of practical coping and interactions with other…”
A Dialogical Approach to the Creation of New Knowledge in Organizations (2009, background): “The latter involves semantically extending the use of a concept beyond its core use to match a new situation (Murphy 1997, p. 242; Lakoff and Johnson 1999; Tsoukas and Chia 2002, p. 574).”
Resources in Emerging Structures and Processes of Change (2004, background): “Moreover, scholars have also pointed out that it is the underlying dynamics of organizing that produces incremental and continuous change (March 1981, Orlikowski 1996, Tsoukas and Chia 2002, Feldman and Pentland 2003).”
A Terminal Assessment of Stages Theory: Introducing a Dynamic States Approach to Entrepreneurship (2010, positive): “As a result, the boundaries of each dynamic state become less distinct, and the system moves into a regime of self-organizing renewal (Tsoukas & Chia, 2002).”
Strategy as Practice and the Narrative Turn (2011, background): “…something beyond itself – at the very least an organizational trajectory implying some kind of strategic thrust or pattern in organizational becoming (Tsoukas & Chia, 2002), that is, an evolving narrative that inscribes understandings of where the organization has been and where it is going.”
Do 70 Per Cent of All Organizational Change Initiatives Really Fail? (2011, background): “Also, they acknowledge the human agency informing processes of change: ‘. . .organizations do not simply work; they are made to work’ (Tsoukas and Chia, 2002, p. 577).”
Individual Readiness for Organizational Change and Its Implications for Human Resource and Organization Development (2011, background): “Considering that organizations are sites of continuously evolving human action, it is no exaggeration to say that change is “ontologically prior to organization” (Tsoukas & Chia, 2002, p. 570).”
Institutional Entrepreneurship for Knowledge Regions: In Search of a Fresh Set of Questions for Regional Innovation Studies (2011, background): “More often than not, however, it is stressed that change is the normal state of affairs and stability is just an anomaly (Pettigrew, 1992; Tsoukas and Chia, 2002; Weick and Quinn, 1999).”
Leadership Process Models: A Review and Synthesis (2017, background): “Empowering leadership is a fitting candidate for a process theory because “empowering” points to action in flux and an emerging process (cf. Tsoukas & Chia, 2002).”
Revisiting Organizational Change: Exploring the Paradox of Managing Continuity and Change (2011, methodology): “Building on this approach, Tsoukas and Chia (2002) presented the concept of ‘organizational becoming’.”
Metaphorical images of organization: How organizational researchers develop and select organizational metaphors (2005, background): “…category such as ‘organizational change’ are typically seen as an ‘ongoing process, a stream of interactions, and a flow of situated initiatives, as opposed to a set of episodic events’ (Tsoukas & Chia, 2002: 569) or other fixed reference points of ‘stability’ and ‘routines’ within organizations.”