Coherence and complexity: Ambiguity and (mis)understanding across management teams

P.N.H. Beech, G. Burt, G. Cairns

    Research output: Contribution to journalArticle

    Abstract

    This paper examines the concept of cohesion, little discussed in management literature, and proposes the following: Management action derived from intent towards cohesion may mitigate against the development of organizational cohesion, in that apparent conflict between management intent and action inhibits understanding of organizational intent at senior and middle management level, with the result that the divisive response to the failed drive for unitary cohesion inhibits organizational learning.
    Original languageEnglish
    Pages (from-to)23-35
    Number of pages12
    JournalStrategic Change
    Volume10
    Issue number1
    DOIs
    Publication statusPublished - 2001

    Fingerprint

    Team management
    Cohesion
    Middle management
    Organizational learning
    Senior management
    Conflict management

    Keywords

    • organisational learning
    • change management
    • organisations

    Cite this

    Beech, P.N.H. ; Burt, G. ; Cairns, G. / Coherence and complexity: Ambiguity and (mis)understanding across management teams. In: Strategic Change. 2001 ; Vol. 10, No. 1. pp. 23-35.
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    Coherence and complexity: Ambiguity and (mis)understanding across management teams. / Beech, P.N.H.; Burt, G.; Cairns, G.

    In: Strategic Change, Vol. 10, No. 1, 2001, p. 23-35.

    Research output: Contribution to journalArticle

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