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How metaphorical framings build and undermine resilience during change: A longitudinal study of metaphors in team-driven planned organizational change
Communication Monographs ( IF 2.695 ) Pub Date : 2019-06-04 , DOI: 10.1080/03637751.2019.1621361
Shawna Malvini Redden 1 , Lou Clark 2 , Sarah J. Tracy 2 , Michael S. Shafer 3
Affiliation  

ABSTRACT Change is a constant feature of organizing and one that requires resilience, or the ability to effectively face challenges. Although research demonstrates important findings about resilience during chaotic change like crises, less is known about resilience in mundane situations like planned change. This study explores team-driven planned organizational change, offering insights about how team members metaphorically frame change, analyzing how their framing fluctuates over time relative to perceptions of team success. Our three theoretical contributions extend theory about metaphors and organizational change, showing how negative framings of change are endemic to teams, regardless of perceived success; generate knowledge about resilience in organizing by showing how metaphors both build and undermine resilience; and extend applied theory about stakeholder participation in bureaucratic organizations.

中文翻译:

隐喻框架如何在变革过程中建立和削弱弹性:团队驱动的计划组织变革中的隐喻纵向研究

摘要 变化是组织的一个持续特征,需要弹性或有效应对挑战的能力。尽管研究证明了在危机等混乱变化期间关于复原力的重要发现,但对计划变革等平凡情况下的复原力知之甚少。这项研究探索了团队驱动的计划组织变革,提供了关于团队成员如何隐喻地构建变革的见解,分析了他们的框架如何随着时间的推移相对于对团队成功的看法而波动。我们的三个理论贡献扩展了关于隐喻和组织变革的理论,展示了团队的负面变革框架是如何普遍存在的,无论他们是否成功;通过展示隐喻如何建立和削弱复原力,产生关于组织复原力的知识;
更新日期:2019-06-04
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