It is becoming increasingly important for employees to be able to cope with change in the
workplace. This longitudinal study examined a set of individual differences and context …

This longitudinal, qualitative study examined “sensemaking” during an imposed shift from
hierarchical to decentralized organization. We identified a “replacement” pattern of schema …

We examine the phenomenon of multiple organizational identities and suggest that they can
be managed in organizations by changing the number of (identity plurality) or relationships …

This paper focuses on issues of identity and identification in a UK-based institution of higher
education (Westville 1 Institute). It is suggested that identity, both individual and collective …

This article reports a longitudinal study that examined mergers between three large multi‐
site public‐sector organizations. Both qualitative and quantitative methods of analysis are …

Organizations are prone to ego defenses, such as denial, rationalization, idealization,
fantasy, and symbolization, that maintain collective self-esteem and the continuity of existing …

We adopted an interpretive, grounded theory approach to study the processes by which
organizational identities changed during the initial phases of a merger between two formerly …

This article presents a cognitive theory of why planned organizational change efforts, such
as total quality initiatives, often fail. The theory suggests that employees resist total quality …

A strongly identified workforce presents a paradox during times of radical organizational
change. Though it may bind people together behind the change initiative, strong …

We analyzed employee resistance to an organizational change project in which employees
were empowered to participate in the design of a new organizational structure. What …