TITLE

EXCESSIVE CHANGE: UNINTENDED CONSEQUENCES OF STRATEGIC CHANGE

AUTHOR(S)
Stensaker, Inger; Meyer, Christine; Falkenberg, Joyce; Haueng, Anne-Cathrin
PUB. DATE
August 2001
SOURCE
Academy of Management Proceedings & Membership Directory;2001, pG1
SOURCE TYPE
Conference Proceeding
DOC. TYPE
Conference Paper
ABSTRACT
In this paper we ask when strategic change may become excessive and explore the consequences of excessive change. Past literature on strategic change has ignored the organizational consequences of introducing too much change. Our identification of excessive change arises from two separate research projects. In a grounded theory manner, we use empirical data to define the construct and to identify consequences of excessive change. Our data leads us to define excessive change along two dimensions - time and space. Employees refer to change as excessive (1) when several, seemingly unconnected changes occur at the same time in an organization, and (2) when new changes are introduced before previous changes are completed and evaluated. Consequences of excessive change include both individual and organizational consequences. We particularly discuss organizational consequences and performance consequences, but also present individual coping mechanisms for handling excessive change. The individual and organizational consequences of excessive change
ACCESSION #
6133700

 

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