On Organizational Becoming: Rethinking Organizational Change
Organization Science
Re-Embedding Situatedness: The Importance of Power Relations in Learning Theory
Organization Science
Organizing and the Process of Sensemaking
Organization Science
Gaffers, Gofers, and Grips: Role-Based Coordination in Temporary Organizations
Organization Science
A Dialogical Approach to the Creation of New Knowledge in Organizations
Organization Science
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Theoretical developments in the analysis of organizations have recently turned to an “organizational becoming” perspective, which sees the social world as enacted in the microcontext of communicative interactions among individuals through which meaning is negotiated. According to this view, organizational change is endemic, natural, and ongoing; it occurs in everyday interactions as actors engage in the process of establishing new meanings for organizational activities. We adopt this approach to study how meanings were negotiated by senior and middle managers in a workshop held as part of a culture change program at a telecommunications company. Our study identifies two very different patterns in these negotiations, constituted by the particular communicative practices adopted by participants. We discuss the implications of these patterns for organizational change in relation to generative dialogue and power-resistance relations between senior and middle managers.