Accounting for radical change: framing in a social movement leading to a radical change decision
Year: 2025
Type: article
Abstract: Purpose This paper accounts for radical unplanned change driven by marginalized workers at the society-organization intersection in an emerging market context (South Africa). The purpose is to provide a contextual understanding of radical organizational change, highlighting local and national conditions and illustrates frame extension via collective identity. Design/methodology/approach An interpretive case study explored the #Outsourcingmustfall process at Uptown Academy, a large urban university in post-Apartheid South Africa. Data from 18 interviews, observations, documents and social media were analyzed using grounded theory. Findings The findings demonstrate the origin of collective action frames in discursive material rooted in contextual conditions and cultural narratives, shaped by historical context, socio-economic conditions and political opportunity. They highlight the power of frame extension linking the plight of outsourced workers to a culturally resonant collective identity, enabling alignment between different activist groups. Key mechanisms driving the change included relational activism, appropriate framing to shift management sense-making and creating a crisis through coercive tactics which included the use of social media. Research limitations/implications The study offers practical insights for leaders on recognizing vulnerability to societal pressures, understanding the dangers of framing complex issues solely through a market logic, managing communication via social media platforms and appreciating the tactical responsiveness of marginalized groups. Theoretically, it aids in refining change theories in challenging contexts and understanding how framing influences organizational change. Originality/value This paper contributes a contextual understanding of radical change in the global south, provides insights on frame extension through collective identity and explains how social movement mechanisms precipitate radical organizational change.
Authors: Natasha Winkler-Titus, Anne Crafford
Institutions: Stellenbosch University, University of Pretoria
Language: English
Domain: Social Sciences
Open Access status: hybrid
OpenAlex ID: W4415845080