Discourses of disrupted identities in the practice of strategic change: the mayor, the street-fighter and the insider-out

P.N.H. Beech; P. Johnson

doi:10.1108/09534810510579832

Discourses of disrupted identities in the practice of strategic change: the mayor, the street-fighter and the insider-out

P.N.H. Beech, P. Johnson

Research output: Contribution to journal › Article › peer-review

59 Citations (Scopus)

Abstract

Aims to explore identity dynamics in the lived experience of a strategic change over time. Results showed that the identity dynamics were at times comfortable and uncomfortable fits for the individuals involved, and over time expectations and realisations impacted on the processes of change in ways that were unexpected and unintentional for the actors. The outcome of the analysis shows the disruptive impact of identity dynamics on the practice of strategic change.

Original language	English
Pages (from-to)	31-47
Number of pages	16
Journal	Journal of Organizational Change Management
Volume	18
Issue number	1
DOIs	https://doi.org/10.1108/09534810510579832
Publication status	Published - 2005

Keywords

narratives
change management
work identity
work
performance management

UN SDGs

This output contributes to the following UN Sustainable Development Goals (SDGs)

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10.1108/09534810510579832

Cite this

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Discourses of disrupted identities in the practice of strategic change: the mayor, the street-fighter and the insider-out

Abstract

Keywords

UN SDGs

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