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Tensions and Contradictions in Organizational Change: Managers’ Discursive Enactment of Control and Resistance
Mid Sweden University, Faculty of Science, Technology and Media, Department of Media and Communication Science.ORCID iD: 0000-0001-6645-2980
University of California.
2016 (English)Conference paper, Oral presentation only (Refereed)
Abstract [en]

This study examines managers’ discursive engagement of dialectical tensions as producingpatterns of control-resistance to proposed organizational change. Drawing on data from amultinational business organization, this paper analyzes a three-day long change projectmeeting to uncover how a paradox of understanding while misunderstanding developed fromthe dynamic interplay between control and resistance. Even though managers collaborated inimplementing the change process, they enacted a paradox through producing and respondingto dialectical tensions. This research demonstrates how these discursive patternssimultaneously produced both both control and resistance that led to rejection of change.

Place, publisher, year, edition, pages
2016.
Keywords [en]
Organizational change, discourse, control-resistance, dialectical tensions, paradox
National Category
Communication Studies
Identifiers
URN: urn:nbn:se:miun:diva-37712OAI: oai:DiVA.org:miun-37712DiVA, id: diva2:1371086
Conference
66th International Communication Association Annual Conference, “Communicating with Power” Fukuoka, Japan, 9-13 June 2016
Available from: 2019-11-19 Created: 2019-11-19 Last updated: 2019-11-19Bibliographically approved

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Johansson, Catrin

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CiteExportLink to record
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Citation style
  • apa
  • ieee
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