We're Changing—Or Are We? Untangling the Role of Progressive, Regressive, and Stability Narratives During Strategic Change Implementation
研究一家财富500强零售企业的数据，发现管理者讲述战略模糊的叙事，既说组织在变又说没变，员工则根据时间和情境对这些叙事进行加工，以理解并回应变革。
Data from a Fortune 500 retailer suggest that managers tell strategically ambiguous, interwoven narratives about how an organization changes and how it remains the same, thereby attempting to both unfreeze and freeze the existing meanings employees attribute to the organization. Employees embellish these narratives to make sense of and narrate responses to change (resisting, championing, and accepting), something patterned by time period and context. This study revises conceptualizations of managerial and employee discourse in fostering and hampering the implementation of strategic change by broadening consideration of both the sources and the types of meanings used to “construct” change.