Changing Interpretive Schemes and Organizational Restructuring: The Example of a Religious Order

Bartunek, Jean M.

doi:10.2307/2393029

Cited by 860 publications

(548 citation statements)

References 17 publications

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“…While radical change offers the opportunity to implement a new vision and create fundamental change, it also invites greater risk and difficulty. Because it can be quite disruptive, radical change is 6ften associated with ambiguity and chaos (Bartunek, 1984;Gash and Orlikowski, 1991;Hedberg, 1981;Tushman and Romanelli, 1985), and usually is only attempted when managers perceive a rare opportunity or a crisis (as occurred in PCC).…”

Section: Implications For Systems Development Practicementioning

confidence: 99%

CASE Tools as Organizational Change: Investigating Incremental and Radical Changes in Systems Development

Orlikowski¹

2002

Qualitative Research in Information Systems

115

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This paper presents the findings of an empirical study into two organizations' experiences with the adoption and use of CASE tools over time. Using a grounded theory research approach, the study characterizes the organizations' experiences in terms of processes of incremental or radical organizational change. These findings are used to develop a theoretical framework for conceptualizing the organizational issues around the adoption and use of these tools--issues that have been largely missing from contemporary discussions of CASE tools. The paper thus has important implications for research and practice. Specifically, the framework and findings suggest that in order to account for the experiences and outcomes associated with CASE tools, researchers should consider the social context of systems development, the intentions and actions of key players, and the implementation process followed by the organization. Similarly, the paper suggests that practitioners will be better able to manage their organizations' experiences with CASE tools, if they understand that such implementations involve a process of organizational change over time, and not merely the installation of a new technology.ii

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Section: Implications For Systems Development Practicementioning

confidence: 99%

CASE Tools as Organizational Change: Investigating Incremental and Radical Changes in Systems Development

Orlikowski¹

2002

Qualitative Research in Information Systems

115

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“…Bijker 1995;Bijker et al 1987) and organizational studies of social cognition (cf. Bartunek 1984;Gioia 1986;Weick 1979; for a comprehensive literature review, see Walsh 1995). Here, we reflect on how Orlikowski and Gash selectively drew from these literatures in their framework; later we will consider how further developing these intellectual roots might benefit future TFR research.…”

Section: Characterizing Technological Framesmentioning

confidence: 99%

“…Similar to many organizational social cognitive studies (cf. Bartunek 1984;Bartunek andMoch, 1987, Daft andWeick 1984;Gioia 1986), Orlikwoski and Gash's central interest was the use of technological frames in sensemaking and interpretation related to IT and organizational change, particularly the consequences of frame use where frame incongruence exists. They suggested that recognition of incongruence and interventions aimed at overcoming it might result in frame change (i.e., frame alignment).…”

Section: )mentioning

confidence: 99%

Making Sense of Technological Frames: Promise, Progress, and Potential

Davidson

Pai

2004

Information Systems Research

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In a seminal paper, Orlikowski and Gash (1994) articulated a conceptual framework for technological frames of reference (TFR) to lay the groundwork for a systematic approach to socio-cognitive research on information technology. This work is widely cited as a justification for social and socio-cognitive analysis of IT, but a limited number of studies utilizing and further developing the frames concept have been published in the ensuing decade. In this paper, we review the promise of the technological frame concept, assess theoretical and methodological progress evident in TFR publications, and consider how potential contributions of TFR may be realized in future research. In doing so, we consider how limitations in TFR research to-date might be addressed, including the feasibility of a rapprochement with quantitative research methods, of TFR analysis at the industry level of analysis, and of action research approaches.

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“…Organizational changes can also include changing of the organization members' system of values (Tormos, Vauclair & Dobewall, 2017;Cameron & Quinn, 2011). These are always deep, radical or second order changes (Bartunek, 1984). During such changes, the organization members change not only their way of working and behaving, but also their values, assumptions, norms, and attitudes.…”

Section: The Theoretical Frameworkmentioning

confidence: 99%

Contradictory values in the process of organizational change: a case study

Janićijević

2017

mng

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Values have always been perceived as a guide for action at both individual and organizational levels. By showcasing an example of one Serbian company, the paper aims to present how employees and managers’ collective values can be inconsistent and contradictory, as well as the causes and effects of such a state of company’ system of values. The research was conducted by applying a case study method in a Serbian company comprising both qualitative and quantitative research techniques. The company was in the process of intensive organizational changes at the time of the research. The research has shown that it is possible for values of the employees and managers to be contradictory and that this contradiction is caused by radical changes both in the environment and in the organization itself. The research has also shown that this contradiction characterizes the Moving Phase in the process of organizational change, and that it is likely to disappear when company moves into the Refreezing Phase in the change process. The conclusions of this paper imply that the structure of collective values in organizations must be taken into account both in research and in practice of change management. Generalization of conclusions and implications is limited by the nature of the applied case study research method.

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Changing Interpretive Schemes and Organizational Restructuring: The Example of a Religious Order

Cited by 860 publications

References 17 publications

CASE Tools as Organizational Change: Investigating Incremental and Radical Changes in Systems Development

CASE Tools as Organizational Change: Investigating Incremental and Radical Changes in Systems Development

Making Sense of Technological Frames: Promise, Progress, and Potential

Contradictory values in the process of organizational change: a case study

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