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Lookup NU author(s): Professor John Sillince
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When planned change is canceled, managers may be tempted to reverse their organization’s strategy. Our longitudinal case study documents an organization’s canceled merger effort and a failed attempt to return to the organization’s widely accepted premerger strategy. We trace the failure to contradictions in symbolic change management. The phenomenon of change reversal draws attention to the historical continuity of “sensemaking” and raises caution about the popular view that managers need to destroy organizational meaning to facilitate the realization of strategic change.
Author(s): Mantere S, Schildt H, Sillince JAA
Publication type: Article
Publication status: Published
Journal: Academy of Management Journal
Year: 2012
Volume: 55
Issue: 1
Pages: 172-196
Print publication date: 01/02/2012
ISSN (print): 0001-4273
Publisher: Academy of Management
URL: http://dx.doi.org/10.5465/amj.2008.0045
DOI: 10.5465/amj.2008.0045
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