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Dr J A Randall
Applications accepted all year round
Self-Funded PhD Students Only
About the Project
Change events often trigger surprise in both individuals and groups at work. This surprise requires sense making and reflection for both individuals and groups, often in the face of ambiguity (Weick, 1993). Change often surfaces basic assumptions and challenges individuals to seek to interpret events and derive meaning and ascribe value to what they have experienced.
Sometimes individuals are ambivalent about what they undergone (Piderit, 2000) and this can lead to disparity of perceptions and fragmenting groups emerging in the workplace (Randall & Procter, 2008). Communities of practice can also be influenced by changing perceptions of what they do sometimes leading to an erosion of previously held beliefs and practices (Randall & Munro, 2010) and a review of their professional identity (Corley & Gioia, 2004).
Change events can provide an important opportunity to research the basic assumptions individuals have about their job, work and career and the influence competing and collaborating logics can exercise on the perception of future prospects within and outside the organization (Reay & Hinings, 2008).
Sometimes individuals are ambivalent about what they undergone (Piderit, 2000) and this can lead to disparity of perceptions and fragmenting groups emerging in the workplace (Randall & Procter, 2008). Communities of practice can also be influenced by changing perceptions of what they do sometimes leading to an erosion of previously held beliefs and practices (Randall & Munro, 2010) and a review of their professional identity (Corley & Gioia, 2004).
Change events can provide an important opportunity to research the basic assumptions individuals have about their job, work and career and the influence competing and collaborating logics can exercise on the perception of future prospects within and outside the organization (Reay & Hinings, 2008).
References
Piderit, S.K. (2000) Rethinking Resistance and Recognizing Ambivalence: A Multidimensional View of Attitudes Toward as Organizational Change. Academy of Management Review 25(4):783-794.
Randall, J.A. and S.J. Procter (2008) Ambiguity and Ambivalence: Senior Managers' Accounts of Organizational Change in a Restructured Government Department. Journal of Organizational Change Management 21(6):686-700.
Randall, J., and I. Munro (2010) Institutional Logics and Contradictions: Competing and Collaborating Logics in a Forum of Medical and Voluntary Practitioners. Journal of Change Management 10(1):23-39.
Reay, T. & C.R. Hinings (2009) Managing the Rivalry of Competing Institutional Logics. Organization Studies 30(6):629-652.
Weick, K.E. (1993) The Collapse of Sensemaking in Organizations: The Mann Gulch Disaster. Administrative Science Quarterly 38:628-652.
Randall, J.A. and S.J. Procter (2008) Ambiguity and Ambivalence: Senior Managers' Accounts of Organizational Change in a Restructured Government Department. Journal of Organizational Change Management 21(6):686-700.
Randall, J., and I. Munro (2010) Institutional Logics and Contradictions: Competing and Collaborating Logics in a Forum of Medical and Voluntary Practitioners. Journal of Change Management 10(1):23-39.
Reay, T. & C.R. Hinings (2009) Managing the Rivalry of Competing Institutional Logics. Organization Studies 30(6):629-652.
Weick, K.E. (1993) The Collapse of Sensemaking in Organizations: The Mann Gulch Disaster. Administrative Science Quarterly 38:628-652.
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