Mind the Gap: The Relevance of Post-Change-Periods for Organizational Sensemaking
Systems Research & Behavioral Science, 2013; doi.org/10.1002/sres.2198
37 Pages Posted: 28 Jun 2013 Last revised: 13 Nov 2013
Date Written: June 27, 2013
Up to 70% of change initiatives fail. This poor rate of success seems to be caused by a flawed management of change. One of the lacunae for a proper understanding of this situation is the way in which organizations perceive their own change. The activities in self-perception have a crucial impact on the long-term success of, on-going change activities in organizations. However, very little is known about these processes at the point when change initiatives have taken place. Nonetheless, it is the moment of retrospection that defines the relevance and continued impact of previous decisions. This paper explores this gap by introducing a qualitative in-depth case study at the national branch of a multinational communications company, analysed by means of sensemaking theory combined with sociological systems theory and neo-institutionalism. The case shows how retrospection defines the corridor for future success and reveals a previously ignored momentum of change.
Keywords: Change management, sensemaking neo-institutionalism, sociological systems theory
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