A Research Companion
Edited by Olympia Kyriakidou and Mustafa F. Özbilgin
Chapter 3: Identity Orientation and Networking: A Relational Framework for Understanding Attitudes Toward Change Implementation
3 Identity orientation and networking: a relational framework for understanding attitudes toward change implementation Olivia Kyriakidou Introduction Strategic change involves either a redeﬁnition of organizational mission and purpose or a substantial shift in overall priorities and goals to reﬂect new emphases or direction (Gioia et al., 1994). It is usually accompanied by signiﬁcant changes in patterns of resource allocation and/or alterations in organizational structure and processes to meet changing environmental demands. As Ginsberg (1988) notes, strategic change has been discussed in terms of changes in strategy content as well as transformations in strategy process. Strategic change however could also be conceptualized as a virtuous circle in which new information is used to challenge existing ideas and develop new perspectives of the future and new action routines implemented through ‘organizational dialogue’ (Brown & Starkey, 2000) – ‘talk that reveals our meaning structures to each other’ (Dixon, 1994: 83). Several scholars have argued for the pursuit of cooperative strategies outside the ﬁrm’s boundaries as a means of creating new knowledge and skills in the setting of new standards that will facilitate strategic organizational change (for example Badaracco, 1991; Hamel, 1991; Lyles, 1994; Prahalad & Hamel, 1990; Tsai, 2001; Tsai & Ghoshal, 1998). According to Vicari et al. (1996) strategic change involves the transfer of knowledge among diﬀerent organizational units mainly through interorganizational cooperation that stimulates the creation of new knowledge and contributes to the organization’s ability to innovate and change (Tsai, 2001). Moreover a growing number of organization theorists taking a network...
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