Organisational change processes and emergence: Latourian, Weickean and Bourdieuian perspectives revisited
by Robert J. Blomme
International Journal of Strategic Change Management (IJSCM), Vol. 5, No. 4, 2014

Abstract: This conceptual chapter discusses the role of the manager in relation to emergent change and reflects on his role as sensegiver in the process of translation. It discusses and connects three perspectives derived from the work of Bruno Latour, Karl Weick and Pierre Bourdieu to form a framework for emergent change. By framing change processes as processes of emergent change and by viewing an organisational system as an actor network, we provide a line of thinking for what managers' behaviour and interventions actually mean for the behaviour of other actors. In this chapter, we discuss implications for managers who wish to bring about change and include research implications. We also call for further theoretical development and empirical studies.

Online publication date: Mon, 02-Feb-2015

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