Journal ArticleDOI
Crossroads Tempered Radicalism and the Politics of Ambivalence and Change
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Tempered radicals are individuals who identify with and are committed to their organizations, and are also committed to a cause, community, or ideology that is fundamentally different from, and possibly at odds with the dominant culture of their organization.Abstract:
“Tempered Radicals” are individuals who identify with and are committed to their organizations, and are also committed to a cause, community, or ideology that is fundamentally different from, and possibly at odds with the dominant culture of their organization. The ambivalent stance of these individuals creates a number of special challenges and opportunities. Based on interviews, conversations, personal reflections, and archival reports, this paper describes the special circumstances faced by tempered radicals and documents some of the strategies used by these individuals as they try to make change in their organizations and sustain their ambivalent identities.read more
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Journal ArticleDOI
Rethinking Resistance and Recognizing Ambivalence: A Multidimensional View of Attitudes Toward an Organizational Change
TL;DR: In this paper, the authors review studies of resistance to change and advocate new research based on a reconceptualization of individual responses to change as multidimensional attitudes, and highlight the importance of examining the evolution of employee responses over time and the need to understand response to change proposals that emerge from bottom-up.
Journal ArticleDOI
Social Exchange Theory: A Critical Review with Theoretical Remedies
TL;DR: Social exchange theory is one of the most prominent conceptual perspectives in management, as well as related fields like sociology and social psychology as discussed by the authors, however, it lacks sufficient theoretical precision, and thus has limited utility.
Journal ArticleDOI
Moves that matter: Issue selling and organizational change.
TL;DR: This paper examined 82 accounts of "issue selling" to understand managers' implicit theories for successfully shaping change from below by directing the attention of top management, and found that most of the accounts were based on the same model.
BookDOI
Social movements and organization theory
TL;DR: McAdam et al. as mentioned in this paper created a common framework for organizations and social movements, and discussed how social movements penetrate organizations and how organizations respond to social change and how to resist subversion.
Journal ArticleDOI
Clothes Make the Person? The Tailoring of Legitimating Accounts and the Social Construction of Identity
TL;DR: It is found that legitimating accounts are intertwined with the construction of social identities, which serve to legitimate, on the one hand, an account maker's participation in the discourse and set of claims, and on the other, the involvement of proponents and crucial audiences.
References
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Book
The Presentation of Self in Everyday Life
TL;DR: For instance, in the case of an individual in the presence of others, it can be seen as a form of involuntary expressive behavior as discussed by the authors, where the individual will have to act so that he intentionally or unintentionally expresses himself, and the others will in turn have to be impressed in some way by him.
Book
Organizations: Rational, Natural, and Open Systems
TL;DR: In this paper, the authors demonstrate how the many models and theories of organizations can be reduced to a few manageable perspectives, and provide expanded coverage of new economic approaches and strategic management.
Book ChapterDOI
Self-perception theory
TL;DR: Self-perception theory as discussed by the authors states that individuals come to know their own attitudes, emotions, and other internal states partially by inferring them from observations of their own overt behavior and/or the circumstances in which this behavior occurs.
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