Managing Organizational Change: Negotiating Meaning and Power-Resistance Relations

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On the Narrative Construction of Multinational Corporations: An Antenarrative Analysis of Legitimation and Resistance in a Cross-Border Merger (2011, background): “Likewise, in this view resistance is not limited to counterarguments to top management‘s initiatives but includes voicing concerns by alternative narratives (Ford et al. 2008, Thomas et al. 2010).”
Considering planned change anew:stretching large group interventions strategically, emotionally and meaningfully (2011, background): “Finally, some scholars have focused recently on continuous, emergent models of change (Thomas et al., 2011; Weick & Quinn, 1999).”
Rethinking ‘Top-Down’ and ‘Bottom-Up’ Roles of Top and Middle Managers in Organizational Change: Implications for Employee Support (2017, neutral): “…recent efforts embracing these calls by co-theorizing the roles of both TM and MMs tend to assume that change initiation cascades downwards (cf. Heyden, Sidhu, and Volberda, 2015; Knight and Paroutis, 2016; Thomas, Sargent, and Hardy, 2011) with less emphasis on how change may also spring upwards.”