ABSTRACT

Strategic change processes are characterized by high levels of ambiguity and uncertainty. Responding to these changes requires a dynamic approach with a wider set of skills and coping mechanisms. In this article, we argue for a broad focus on change that considers the tacit elements of strategising. We adopted a dwelling worldview as well as a strong process ontology combined with a practice perspective to capture the complexity and richness of a strategic change process with a focus on identity and legitimacy dynamics. This article reports on an emerging process model of how individuals in non-managerial positions respond to and make sense of planned strategic change. The study followed a longitudinal, processual approach using a South African business school as the research setting. The findings of the study contribute towards a deepened understanding of the dynamics that occur within strategic change processes, showing that strategising is a dynamic process involving instinct, adjustment and phronetic action. Understanding how individuals respond, adapt and cope during strategic change processes provides potentially helpful insight into how strategic change is enabled or constrained, which could have future implications on how change processes are designed or implemented.

MAD statement

The intention of this article is to Make a Difference (MAD) by presenting a dynamic and temporal account of strategic emergence and change within an evolving organizational context, from the perspective of individuals in non-managerial positions. We adopted an oblique approach to uncover the dynamic and subtle nature of identity and legitimacy ‘as-process’, viewing these constructs as unstable and always in ‘becoming’ exposing the tacit elements of strategy during a strategic change process. The emerging process model reconceptualises how agency, process and practice interrelate within a dwelling world-view perspective.

摘要

战略变革过程的特点是高度模糊性和不确定性。应对这些变化需要采用具有更广泛技能和应对机制的动态方法。在本文中，我们主张广泛关注考虑战略制定的隐性要素的变革。我们采用了一种深入的世界观以及强大的流程本体论和实践视角，以捕捉战略变革流程的复杂性和丰富性，重点关注身份和合法性动态。本文报告了一种新兴的流程模型，该模型展示了非管理职位的个人如何响应和理解计划中的战略变革。该研究采用纵向、过程性方法，以南非商学院为研究背景。该研究的结果有助于加深对战略变革过程中发生的动态的理解，表明战略制定是一个涉及本能、调整和实践行动的动态过程。了解个人在战略变革过程中如何响应、适应和应对，有助于深入了解如何启用或限制战略变革，这可能对未来如何设计或实施变革过程产生影响。

疯狂声明

本文的目的是从非管理职位个人的角度，通过动态和时间性地描述不断变化的组织环境中的战略出现和变化，来实现改变 (MAD)。我们采用了一种间接的方法来揭示身份和合法性“作为过程”的动态和微妙本质，将这些结构视为不稳定的，并且总是在战略变革过程中“成为”暴露战略的隐性要素。新兴的流程模型重新概念化了机构、流程和实践如何在固有的世界观视角下相互关联。