How metaphorical framings build and undermine resilience during change: A longitudinal study of metaphors in team-driven planned organizational change.
How metaphorical framings build and undermine resilience during change: A longitudinal study of metaphors in team-driven planned organizational change.
复制标题
隐喻框架如何在变革过程中建立和削弱弹性：对团队驱动的有计划的组织变革中隐喻的纵向研究。
DOI：
10.1080/03637751.2019.1621361
复制
发表时间：
2019
影响因子：
2.5
通讯作者：
Shafer,MichaelS
中科院分区：
文献类型：
--
作者：
MalviniRedden,Shawna;Clark,Lou;Tracy,SarahJ;Shafer,MichaelS
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, analyzing 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.
