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Cultures of ambiguity: Design, emergence and ambivalence in the introduction of normative control

Lookup NU author(s): Professor Ian McLoughlin, Professor Richard Badham

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Abstract

Organizational actors involved in cultural change programmes have a consciousness and experience that is often fragmented, contradictory and ambivalent Studies documenting ambivalence have, however,tended to assume that there is a relatively clear and unambiguous change programme about which employees are ambivalent. This article argues that the nature of such programmes is more uncertain and ambiguous than this suggests. Drawing on a six-year study of the introduction of a cultural change programme in the coke-making plant of an integrated steelworks, this article details how cultural ambivalence intertwines with practical ambiguities in the course of such programmes to create complex cultures of ambiguity Copyright © 2005 BSA Publications Ltd.

Publication metadata

Author(s): McLoughlin IP, Badham RJ, Palmer G

Publication type: Article

Publication status: Published

Journal: Work, Employment and Society

Year: 2005

Volume: 19

Issue: 1

Pages: 67-89

ISSN (print): 0950-0170

ISSN (electronic): 1469-8722

Publisher: Sage Publications Ltd.

URL: http://dx.doi.org/10.1177/0950017005051284

DOI: 10.1177/0950017005051284

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