Coping with fragility : The practice of leading strategic change in pluralistic organizations
Journal
Academy of Management Annual Meeting Proceedings
ISSN
2151-6561
Type
conference paper
Date Issued
2014-08-01
Author(s)
Abstract
Drawing on a longitudinal, qualitative single-case study conducted in the Swiss healthcare sector, this paper contributes to the development of process theory on leadership and strategic change in pluralistic organizations. The study confirms existing research arguing that strategic change in pluralistic organizations is a fragile accomplishment. It expands current knowledge by drawing attention to potential sources of fragility, and by shedding light on leadership practices helping leadership constellations to stabilize the strategic change processes they are involved in. The study also shows that strategic change in pluralistic organizations is a multi-actor accomplishment requiring, over time, the contributions of several different leadership constellations, depending on the phase of the change process and the demands of the situation. Theoretically, the study conceptualizes leadership as a social practice, building on the recent "practice turn" in social theory.
Language
English
HSG Classification
contribution to scientific community
Refereed
Yes
Book title
Academy of Management Annual Meeting Proceedings. 2014
Publisher
Academy of Management
Event Title
74th Academy of Management Annual Meeting (AOM) 2014 "The Power of Words"
Event Location
Philadelphia, PA
Event Date
01.-05.08.2014
Subject(s)
Eprints ID
232610