Resisting Radical Organisational Change: an Analysis of Power, Routines and Individual Rationality

Rapport Rapport de recherche Resisting Radical Organisational Change: an Analysis of Power, Routines and Individual Rationality eng 1997 author Regazzoni Philippe 96501 author Rueling Charles-Clemens 98337 The Following paper deals with resistance to radical organisational change and different ways to explain this phenomenon. Our goal is to show in which way a theoritical perspective concentrating on power, routines and individual rationality can contribute to a better understanting of resistance. First we address the change from a mechanistic to an organic mode of organisation as a particular example of radical organisational change. In the second part of our paper, we develop a conceptual framework which helps to analyse resistance and tries to remedy some of the short comings of more traditional approaches.In the third section, we apply our model to three cases of resistance drawn from a large empirical study on change processes in a major Swiss media corporation. Finally, we propose some conclusions regarding the nature of radical organisational change Dewey 332/658 Dewey 330/650 Cahiers de recherche 1997.08 9 Faculté d'économie et de management S false Faculté d'économie et de management

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Resisting Radical Organisational Change: an Analysis of Power, Routines and Individual Rationality				1997	552	0

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Regazzoni, Philippe