From the Physics of Change to Realpolitik: Improvisational Relations of Power and Resistance

Cunha,, MPE; Clegg, SR; Rego,, A; Story,, J

From the Physics of Change to Realpolitik: Improvisational Relations of Power and Resistance

Cunha,, MPE Clegg, SR

Rego,, A Story,, J

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Publisher:: Routledge
Publication Type:: Chapter
Citation:: Sustainability and Organizational Change Management, 2016, pp. 79 - 95 (17)
Issue Date:: 2016

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Field	Value	Language
dc.contributor.author	Cunha,, MPE	en_US
dc.contributor.author	Clegg, SR https://orcid.org/0000-0001-6083-4283	en_US
dc.contributor.author	Rego,, A	en_US
dc.contributor.author	Story,, J	en_US
dc.contributor.editor	Clegg, S	en_US
dc.contributor.editor	Matos, JAD	en_US
dc.date.issued	2016	en_US
dc.identifier.citation	Sustainability and Organizational Change Management, 2016, pp. 79 - 95 (17)	en_US
dc.identifier.isbn	9781138943308	en_US
dc.identifier.uri	http://hdl.handle.net/10453/53192
dc.description.abstract	Change and resistance to change constitute a long-lasting couple in the organizational literature. We problematize the mechanistic action-reaction types of analyses, uncover some fragilities in the current debates, and offer minimal structures and the improvisations they favour as possibilities for reconsidering the roles attached to the participants in change processes beyond the established separation between agents and recipients. Improvisation is a space where the established orders of organizing are challenged and alternative orders are allowed to flourish. We suggest that structural interventions, such as minimizing structure, shifting roles and combining paradoxical requirements, help to diffuse resistance to change and to recreate the nature of change in organizations.	en_US
dc.publisher	Routledge	en_US
dc.relation.ispartof	Sustainability and Organizational Change Management	en_US
dc.title	From the Physics of Change to Realpolitik: Improvisational Relations of Power and Resistance	en_US
dc.type	Chapter
utslib.location	London	en_US
utslib.for	1503 Business and Management	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Faculty of Business/Management Discipline
utslib.copyright.status	closed_access
pubs.consider-herdc	true	en_US
pubs.place-of-publication	London	en_US
pubs.publication-status	Published	en_US

Abstract:

Change and resistance to change constitute a long-lasting couple in the organizational literature. We problematize the mechanistic action-reaction types of analyses, uncover some fragilities in the current debates, and offer minimal structures and the improvisations they favour as possibilities for reconsidering the roles attached to the participants in change processes beyond the established separation between agents and recipients. Improvisation is a space where the established orders of organizing are challenged and alternative orders are allowed to flourish. We suggest that structural interventions, such as minimizing structure, shifting roles and combining paradoxical requirements, help to diffuse resistance to change and to recreate the nature of change in organizations.

Please use this identifier to cite or link to this item:

http://hdl.handle.net/10453/53192