How metaphorical framings build and undermine resilience during change: A longitudinal study of metaphors in team-driven planned organizational change

Year: 2019

Type: article

Abstract: Change is a constant feature of organizing and one that requires resilience, or the ability to effectively face challenges. Although research demonstrates important findings about resilience during chaotic change like crises, less is known about resilience in mundane situations like planned change. This study explores team-driven planned organizational change, offering insights about how team members metaphorically frame change how their framing fluctuates over time relative to perceptions of team success. Our three theoretical contributions extend theory about metaphors and organizational change, showing how negative framings of change are endemic to teams, regardless of perceived success; generate knowledge about resilience in organizing by showing how metaphors both build and undermine resilience; and extend applied theory about stakeholder participation in bureaucratic organizations.

Source: Communication Monographs

DOI: 10.1080/03637751.2019.1621361

Authors: Shawna Malvini Redden, Lou Clark, Sarah J. Tracy, Michael S. Shafer

Institutions: California State University, Sacramento, Arizona State University

Language: English

Topic: Organizational Change and Leadership

Subfield: Organizational Behavior and Human Resource Management

Field: Business, Management and Accounting

Domain: Social Sciences

Open Access status: green

Funders: University of California, University of Delaware, University of Kentucky, Arizona State University, University of Connecticut, Texas Christian University, University of Rhode Island, National Institutes of Health, Substance Abuse and Mental Health Services Administration, National Institute on Drug Abuse, Bureau of Justice Assistance

OpenAlex ID: W2948454318