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The Practice of Organizational Restructuring:: From Design to Reality

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  • Balogun, Julia

Abstract

Organizational restructurings are commonplace, put in place by many senior management teams as part of a wider strategic change to create alignment between ways of working and a new strategic intent. Yet we know little about how these restructurings are implemented and delivered by the middle managers often charged with making the senior manager blueprints a reality. This paper argues that for us to appreciate the way restructuring works in practice, we need to recognise that any shift in organisational form requires an accompanying cognitive orientation. The paper discusses the implications this raises for practice.

Suggested Citation

  • Balogun, Julia, 2007. "The Practice of Organizational Restructuring:: From Design to Reality," European Management Journal, Elsevier, vol. 25(2), pages 81-91, April.
    • Handle: RePEc:eee:eurman:v:25:y:2007:i:2:p:81-91
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    Citations

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    Cited by:

    1. Norman Rudhumbu, 2015. "Managing Curriculum Change from the Middle: How Academic Middle Managers Enact Their Role in Higher Education," International Journal of Higher Education, Sciedu Press, vol. 4(1), pages 106-106, February.
    2. Korski, Jacek & Tobór–Osadnik, Katarzyna & Wyganowska, Małgorzata, 2016. "Reasons of problems of the polish hard coal mining in connection with restructuring changes in the period 1988–2014," Resources Policy, Elsevier, vol. 48(C), pages 25-31.
    3. W. Christian Buss & Rosalie Kuyvenhofen, 2011. "Perceptions Of European Middle Managers Of Their Role In Strategic Change," Global Journal of Business Research, The Institute for Business and Finance Research, vol. 5(5), pages 109-119.
    4. Jonek Kowalska, Izabela, 2015. "Challenges for long-term industry restructuring in the Upper Silesian Coal Basin: What has Polish coal mining achieved and failed from a twenty-year perspective?," Resources Policy, Elsevier, vol. 44(C), pages 135-149.
    5. Guiette, Alain & Vandenbempt, Koen, 2013. "Exploring team mental model dynamics during strategic change implementation in professional service organizations. A sensemaking perspective," European Management Journal, Elsevier, vol. 31(6), pages 728-744.
    6. Jantunen, Ari & Ellonen, Hanna-Kaisa & Johansson, Anette, 2012. "Beyond appearances – Do dynamic capabilities of innovative firms actually differ?," European Management Journal, Elsevier, vol. 30(2), pages 141-155.
    7. Mariano L. M. Heyden & Sebastian P. L. Fourné & Bastiaan A. S. Koene & Renate Werkman & Shahzad (Shaz) Ansari, 2017. "Rethinking ‘Top‐Down’ and ‘Bottom‐Up’ Roles of Top and Middle Managers in Organizational Change: Implications for Employee Support," Journal of Management Studies, Wiley Blackwell, vol. 54(7), pages 961-985, November.
    8. Renaud, Alexandre, 2012. "Traduire pour aligner : une analyse par les pratiques de la conduite de projets de reconfigurations de systemes d’information," Economics Thesis from University Paris Dauphine, Paris Dauphine University, number 123456789/12847 edited by Kalika, Michel.

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