Reversal of Strategic Change
通过纵向案例研究，分析一家组织在取消合并计划后试图恢复原有战略却失败的过程，揭示符号变革管理中的矛盾如何导致逆转失败，提醒管理者注意意义建构的历史连续性。
When planned change is canceled, managers may be tempted to reverse their organization's strategy. Our longitudinal case study documents an organization's canceled merger effort and a failed attempt to return to the organization's widely accepted premerger strategy. We trace the failure to contradictions in symbolic change management. The phenomenon of change reversal draws attention to the historical continuity of “sensemaking” and raises caution about the popular view that managers need to destroy organizational meaning to facilitate the realization of strategic change.