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Organizational Routines: Developing a Duality Model to Explain the Effects of Strategic Change Initiatives
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Author(s): Theo Kishna (Nyenrode Business Universiteit, The Netherlands), Robert J. Blomme (Nyenrode Business Universiteit, The Netherlands)and Jack A.A. van der Veen (Nyenrode Business Universiteit, The Netherlands)
Copyright: 2016
Pages: 23
Source title:
Organizational Change Management Strategies in Modern Business
Source Author(s)/Editor(s): Aslı Goksoy (American University in Bulgaria, Bulgaria)
DOI: 10.4018/978-1-4666-9533-7.ch018
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Abstract
This chapter presents an integrated duality model to understand how changes in core processes caused by strategic interventions are related with views on human conduct, organizational routines and embedded organizations, particularly in today's society that is characterized by fluidity and continuous change. This model is developed from a Deweyian perspective on human conduct including the interplay between habits, cognition and emotion. Using this duality model, the current chapter discusses why top-down strategic plans and initiatives will result in resistance amongst organizational members. Finally, it discusses directions for further theoretical development and empirical research.
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