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Mind the Gap. The Relevance of Postchange Periods for Organizational Sensemaking
Author(s) -
Wetzel Ralf,
Dievernich Frank E.P.
Publication year - 2013
Publication title -
systems research and behavioral science
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.371
H-Index - 45
eISSN - 1099-1743
pISSN - 1092-7026
DOI - 10.1002/sres.2198
Subject(s) - sensemaking , multinational corporation , relevance (law) , perception , organizational change , skepticism , sociology , new institutionalism , change management (itsm) , epistemology , public relations , political science , business , marketing , lean manufacturing , politics , philosophy , law
Up to 70% of change initiatives fail. This poor rate of success seems to be caused by a flawed management of change. One of the lacunae for a proper understanding of this situation is the way in which organizations perceive their own change . The activities in self‐perception have a crucial impact on the long‐term success of ongoing change activities in organizations. However, very little is known about these processes at the point when change initiatives have taken place. Nonetheless, it is the moment of retrospection that defines the relevance and continued impact of previous decisions. This paper explores this gap by introducing a qualitative in‐depth case study at the national branch of a multinational communications company, analysed by means of sensemaking theory combined with sociological systems theory and neo‐institutionalism. The case shows how retrospection defines the corridor for future success and reveals a previously ignored momentum of change. Copyright © 2013 John Wiley & Sons, Ltd.