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Duality and organizing forms in change management

Graetz, Fiona and Smith, Aaron 2006, Duality and organizing forms in change management, International journal of applied management of change, vol. 1, no. 2, pp. 1-17.

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Title Duality and organizing forms in change management
Author(s) Graetz, Fiona
Smith, Aaron
Journal name International journal of applied management of change
Volume number 1
Issue number 2
Start page 1
End page 17
Publisher International Management Journals
Place of publication London, England
Publication date 2006
ISSN 1744-8190
Keyword(s) organizing
dualities
innovative forms
change management
paradigm
Summary Although the fervour proclaiming new forms of organizing as the latest management panacea has not yet subsided, the calls for caution and further investigation have been bolstered by empirical findings. A common outcome of studies concerned with new organizing forms has been a greater awareness of the tensions or dualities between traditional and new forms. In particular, the conventional assumption that the two forms represent contradictory, incompatible forces is coming under increasing scrutiny. The resulting either/or approach to organizing form may be viewed as an inappropriate perspective for researching organizational change as it ignores the complexity and subtlety of organizing form. The reality is that, as new forms of organizing are introduced, they are more likely to supplement rather than supplant existing forms (Sanchez-Runde and Pettigrew 2003). The way forward therefore is to learn how to work with, rather than eliminate, dualities in organizing forms. This paper contends that dualities represent a superior perspective for interpreting organizing forms, and perhaps, foreshadows the direction of a future organizational change research paradigm.
Language eng
Field of Research 150312 Organisational Planning and Management
HERDC Research category C1 Refereed article in a scholarly journal
Copyright notice ©2006, International Management Journals
Persistent URL http://hdl.handle.net/10536/DRO/DU:30004313

Document type: Journal Article
Collection: School of Management and Marketing
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