Organizational structure and e-business: a structurational analysis
ICEC '03 Proceedings of the 5th international conference on Electronic commerce
Organizing and the Process of Sensemaking
Organization Science
Decision support systems for change management
International Journal of Information Systems and Change Management
The quest for usable knowledge: the delicate balance between research, design and change
ICLS'08 Proceedings of the 8th international conference on International conference for the learning sciences - Volume 3
A Dialogical Approach to the Creation of New Knowledge in Organizations
Organization Science
CROSSROADS---Organizing for Fluidity? Dilemmas of New Organizational Forms
Organization Science
Managing Organizational Change: Negotiating Meaning and Power-Resistance Relations
Organization Science
Theorizing Practice and Practicing Theory
Organization Science
The (N)Ever-Changing World: Stability and Change in Organizational Routines
Organization Science
What shapes fieldworkers' knowledge sharing when government operation goes mobile?
Proceedings of the 5th International Conference on Theory and Practice of Electronic Governance
Organizational transformation through e-government: myth or reality?
EGOV'05 Proceedings of the 4th international conference on Electronic Government
Information and Organization
International Journal of Information Management: The Journal for Information Professionals
A techno-cultural emergence perspective on the management of techno-change
International Journal of Information Management: The Journal for Information Professionals
Toward a Theory of Coordinating: Creating Coordinating Mechanisms in Practice
Organization Science
A narrative networks approach to understanding coordination practices in emergency response
Information and Organization
Hi-index | 0.00 |
Traditional approaches to organizational change have been dominated by assumptions privileging stability, routine, and order. As a result, organizational change has been reified and treated as exceptional rather than natural. In this paper, we set out to offer an account of organizational change on its own terms--to treat change as the normal condition of organizational life. The central question we address is as follows: What must organization(s) be like if change is constitutive of reality? Wishing to highlight the pervasiveness of change in organizations, we talk about organizational becoming. Change, we argue, is the reweaving of actors' webs of beliefs and habits of action to accommodate new experiences obtained through interactions. Insofar as this is an ongoing process, that is to the extent actors try to make sense of and act coherently in the world, change is inherent in human action, and organizations are sites of continuously evolving human action. In this view, organization is a secondary accomplishment, in a double sense. Firstly, organization is the attempt to order the intrinsic flux of human action, to channel it towards certain ends by generalizing and institutionalizing particular cognitive representations. Secondly, organization is a pattern that is constituted, shaped, and emerging from change. Organization aims at stemming change but, in the process of doing so, it is generated by it. These claims are illustrated by drawing on the work of several organizational ethnographers. The implications of this view for theory and practice are outlined.