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Identifying dialectical tensions dur...

Linville, Sandra L.

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Identifying dialectical tensions during organizational change: A phenomenological study.

Record Type:	Electronic resources : Monograph/item
Title/Author:	Identifying dialectical tensions during organizational change: A phenomenological study./
Author:	Linville, Sandra L.
Description:	187 p.
Notes:	Source: Dissertation Abstracts International, Volume: 75-02(E), Section: A.
Contained By:	Dissertation Abstracts International75-02A(E).
Subject:	Business Administration, Management. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3601313
ISBN:	9781303521867

Identifying dialectical tensions during organizational change: A phenomenological study.
Linville, Sandra L.

Identifying dialectical tensions during organizational change: A phenomenological study. - 187 p.

Source: Dissertation Abstracts International, Volume: 75-02(E), Section: A.

Thesis (Ph.D.)--Capella University, 2013.

This qualitative study explored the dialectical tensions experienced by employees during organizational change. This study also examined the patterns of behavioral strategies employees utilized to manage the tensions experienced. As successful organizational change has proved to be a difficult endeavor for organizations, researchers have noted the importance with communication during the change initiative. Existing research has focused on communication as the transmission of information that is delivered from the top down or the participation of employees into the change process. Organizational change has not been studied through a communicative constitution of organization perspective in which employees are subjects in communication rather than objects of communication. This study explored communicating dynamics through a relational dialect framework based on the theoretical underpinnings of Mikhail Bakhtin. In-depth interviews with employees who have experienced an organizational change explored the dialectical tensions and management strategies experienced in the relating with others during organizational change. Significant findings include three main dialectical tensions constituted in the relating during change: integration and non-integration, expression and non-expression and change as threat and change as necessary. Six management strategies were also uncovered: denial, segmentation, spiraling inversion, disorientation, reaffirmation and recalibration. The discovery of the tensions and management strategies led to an increased understanding of the complexity of relating during organizational change. In addition, this study extended relational dialectics theory into the conversation about organization and change.

ISBN: 9781303521867Subjects--Topical Terms:

626628
Business Administration, Management.

Identifying dialectical tensions during organizational change: A phenomenological study.
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100 1 $a Linville, Sandra L. $3 3169676
245 1 0 $a Identifying dialectical tensions during organizational change: A phenomenological study.
300 $a 187 p.
500 $a Source: Dissertation Abstracts International, Volume: 75-02(E), Section: A.
500 $a Adviser: Cyd Strickland.
502 $a Thesis (Ph.D.)--Capella University, 2013.
520 $a This qualitative study explored the dialectical tensions experienced by employees during organizational change. This study also examined the patterns of behavioral strategies employees utilized to manage the tensions experienced. As successful organizational change has proved to be a difficult endeavor for organizations, researchers have noted the importance with communication during the change initiative. Existing research has focused on communication as the transmission of information that is delivered from the top down or the participation of employees into the change process. Organizational change has not been studied through a communicative constitution of organization perspective in which employees are subjects in communication rather than objects of communication. This study explored communicating dynamics through a relational dialect framework based on the theoretical underpinnings of Mikhail Bakhtin. In-depth interviews with employees who have experienced an organizational change explored the dialectical tensions and management strategies experienced in the relating with others during organizational change. Significant findings include three main dialectical tensions constituted in the relating during change: integration and non-integration, expression and non-expression and change as threat and change as necessary. Six management strategies were also uncovered: denial, segmentation, spiraling inversion, disorientation, reaffirmation and recalibration. The discovery of the tensions and management strategies led to an increased understanding of the complexity of relating during organizational change. In addition, this study extended relational dialectics theory into the conversation about organization and change.
590 $a School code: 1351.
650 4 $a Business Administration, Management. $3 626628
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650 4 $a Sociology, Organization Theory. $3 1669248
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710 2 $a Capella University. $b Business and Technology. $3 2095645
773 0 $t Dissertation Abstracts International $g 75-02A(E).
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792 $a 2013
793 $a English
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3601313