The Impact of Everyday Experiences on Planned Organizational Change: Applying Schematic Change Theory to the Study of Narratives in Community‐based Organizations

Bess, Kimberly D.

doi:10.1002/jcop.21757

Cited by 8 publications

(6 citation statements)

References 47 publications

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“…Since organizations are storytelling systems (Boje, 1991; Brown and Currie, 2003; Rhodes and Brown, 2005), their narratives—and especially their grand-narratives—tell much about how their organizations have changed (Bess, 2015; Brown and McMillan, 1991; Golant and Sillince, 2007). Therefore, linkage between organizational change and narratives is imperative.…”

Section: Grand-narratives and Other Organizational Domainsmentioning

confidence: 99%

“…These interactions are manifested in the organizational decision-making processes and organizational structure. Moreover, constructing narratives is a means by which organizational schemas develop and are maintained (Bess, 2015). Reciprocally, narratives must have a profound and reliable organizational structure, which reinforces them (Boan, 2006).…”

Section: Grand-narratives and Other Organizational Domainsmentioning

confidence: 99%

“…Hajer, 1993; Stewart, 2001; Tsoukas and Hatch, 2001), few scholars have focused on the interplay between organizational narratives and formal/informal organizational systems (e.g. Bess, 2015; Boan, 2006). Other scholars have emphasized the reciprocal relationships between narratives and organizational change (e.g.…”

Section: Introductionmentioning

confidence: 99%

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Institutionalization of the OECD Grand-Narrative of Inclusivity (1983-2012)

Zohar

2019

QROM

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Purpose The purpose of this paper is to explore the emplotment of organizational grand-narratives of a leading international organization, the Organisation for Economic Co-operation and Development (OECD). The paper includes the reconstruction of the OECD’s inclusion approach as a prototype grand-narrative. Moreover, the main goal of this paper is understanding the reciprocal relationship between the organizational narratives and other organizational domains. Design/methodology/approach To study the structural process of emploting grand-narratives, which combines reciprocal dependencies across organizational domains, I have used process tracing, content analysis and interviews methodologies, for each domain. These methodologies were monitored by quantitative and qualitative analyses of the interactions among these domains. These methods allowed me to explore the interdependencies in the discursive and non-discursive ordering of institutional memory as a means for identifying the development of organizational narratives. Findings The findings of this paper confirm the reciprocal dynamics among and within three core organizational domains, narratives, organizational-epistemological settings and organizational products. These domains evolve constantly and concurrently in a three-phased process where a former organizational constellation is challenged, a consolidation takes place, and a new narrative is institutionalized. The context I chose to demonstrate this dynamic is the OECD evolving interactions between innerorganizational units and the organizational products (i.e. its activation policy recommendations), of the OECD post-Cold War inclusive approach (1989–2002). Research limitations/implications The importance and complexity of the OECD as a global trendsetting organization, and the findings of this single case study are significant for their implications on trends and processes found in other complex grand-narratives. The transferability of these results would require further analysis. Originality/value The originality of this paper is using a transnational dynamic organization such as the OECD as the organizational model for understanding how organizations undergo emplotment processes. Moreover, this article’s analytical framework provides a deeper understanding of the complex interplay between the constraining structures and micro-level interactions.

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Section: Grand-narratives and Other Organizational Domainsmentioning

confidence: 99%

Section: Grand-narratives and Other Organizational Domainsmentioning

confidence: 99%

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Institutionalization of the OECD Grand-Narrative of Inclusivity (1983-2012)

Zohar

2019

QROM

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“…As Weinstein (2010) describes it, it is a state in which “the established order appears to be operating effectively, and disturbing influences from within or from other societies are insignificant” (p. 9; see also Bess (2015) where no change is equated with stability). Indeed, none of the four characteristic of social change are present.…”

Section: The Typology Of Social Changementioning

confidence: 99%

Toward a Psychology of Social Change: A Typology of Social Change

Sablonnière

2017

Front. Psychol.

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Millions of people worldwide are affected by dramatic social change (DSC). While sociological theory aims to understand its precipitants, the psychological consequences remain poorly understood. A large-scale literature review pointed to the desperate need for a typology of social change that might guide theory and research toward a better understanding of the psychology of social change. Over 5,000 abstracts from peer-reviewed articles were assessed from sociological and psychological publications. Based on stringent inclusion criteria, a final 325 articles were used to construct a novel, multi-level typology designed to conceptualize and categorize social change in terms of its psychological threat to psychological well-being. The typology of social change includes four social contexts: Stability, Inertia, Incremental Social Change and, finally, DSC. Four characteristics of DSC were further identified: the pace of social change, rupture to the social structure, rupture to the normative structure, and the level of threat to one's cultural identity. A theoretical model that links the characteristics of social change together and with the social contexts is also suggested. The typology of social change as well as our theoretical proposition may serve as a foundation for future investigations and increase our understanding of the psychologically adaptive mechanisms used in the wake of DSC.

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“…Schema-related organizational change research has examined the role that collective schema play in interpreting change which is external to an organization (e.g., Greve & Taylor, 2000; Nigam, Huising, & Golden, 2016). It has also looked at the role schemata play in the acceptance of planned internal organizational change at the collective level (e.g., Bess, 2015; Konlechner, Müller, Güttel, Koprax, & Link, 2016; Mohrman, Tenkasi, & Mohrman, 2003; Rerup & Feldman, 2011) and at the individual level (e.g., Bailey & Raelin, 2015; Brunton & Matheny, 2009; Helpap, 2016). In this study, by contrast, we are interested in the effects of an OD process on transitions in the personal schemata of participants.…”

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confidence: 99%

Individual Cognitive Effort and Cognitive Transition During Organization Development

Maxton

Bushe

2018

The Journal of Applied Behavioral Science

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How do personal mind-sets change during an organization development intervention and how are these transitions associated with the intervention characteristics? In a qualitative theory-driven case study based in South Africa, the transitions of six individuals during an appreciative inquiry were scrutinized longitudinally for firstorder and second-order changes. Five individuals showed first-order changes and two showed second-order changes. The engaging and emergent characteristic of the intervention explained the majority of these cognitive transitions. A third type of change in mind-set emerged in four of the cases: the development of an appreciative stance, which we classify as a form of cognitive effort rather than a cognitive transition. We conclude that interventions focusing on positivity may lead to participants developing an appreciative stance, but successful organization development might not occur without sufficient engagement in an emergent process. We provide some guidelines for practitioners for conducting an engaging emergent change process.

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The Impact of Everyday Experiences on Planned Organizational Change: Applying Schematic Change Theory to the Study of Narratives in Community‐based Organizations

Cited by 8 publications

References 47 publications

Institutionalization of the OECD Grand-Narrative of Inclusivity (1983-2012)

Institutionalization of the OECD Grand-Narrative of Inclusivity (1983-2012)

Toward a Psychology of Social Change: A Typology of Social Change

Individual Cognitive Effort and Cognitive Transition During Organization Development

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