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Enacting New Perspectives Through Work Activities During Organizational Transformation

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  • Jean M. Bartunek
  • Jeffrey L. Ringuest

Abstract

This article explores a behavioural counterpart to the changes in interpretive schemes that characterize organizational transformation. It investigates the experiences of organizational members (especially lower level members) who introduce new perspectives through the work they carry out during transformation. Results of a multi‐year study in a religious order undergoing transformation indicated that members engaged in work that enacted a new perspective were less likely than other members to be appointed to organizational committees and more likely to leave the order. Members involved in work enacting a new perspective who remained in the order came to perceive themselves as less important to leaders but more influential in the order than other members did.

Suggested Citation

  • Jean M. Bartunek & Jeffrey L. Ringuest, 1989. "Enacting New Perspectives Through Work Activities During Organizational Transformation," Journal of Management Studies, Wiley Blackwell, vol. 26(6), pages 541-560, November.
    • Handle: RePEc:bla:jomstd:v:26:y:1989:i:6:p:541-560
    DOI: 10.1111/j.1467-6486.1989.tb00744.x
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    Cited by:

    1. Guido Maes & Geert Van Hootegem, 2022. "Power and Politics in Different Change Discourses," Administrative Sciences, MDPI, vol. 12(2), pages 1-18, May.

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