Carlisle, Ysanne and Baden-Fuller, Charles
Re-applying beliefs: an analysis of change in the oil industry.
Organization Studies, 25(6) pp. 987–1019.
Full text available as:
Beliefs and values are hard to alter; yet they strongly influence employees' attitudes towards strategic changes. Using a longitudinal case study in the oil industry, we show how to distinguish between ideological beliefs (justified by ethical values) and mundane beliefs (substantiated by knowledge structures). We explain that the willingness of workers to participate in change was promoted by a dynamic interaction between these interdependent belief sets. More critically, we show that acceptance of change did not require a change in values, but rather a change in the way that values were applied. We develop propositions that move theory forward and point to future directions for research.
||2004 SAGE Publications
||strategic management; qualitative research; change; beliefs and values
||Faculty of Business and Law (FBL)
||Users 12 not found.
||14 Jul 2006
||06 Oct 2016 17:06
|Share this page:
Download history for this item
These details should be considered as only a guide to the number of downloads performed manually. Algorithmic methods have been applied in an attempt to remove automated downloads from the displayed statistics but no guarantee can be made as to the accuracy of the figures.
Actions (login may be required)