TY - JOUR
T1 - Cultures of ambiguity
T2 - Design, emergence and ambivalence in the introduction of normative control
AU - McLoughlin, Ian P.
AU - Badham, Richard J.
AU - Palmer, Gill
PY - 2005
Y1 - 2005
N2 - Organizational actors involved in cultural change programmes have a consciousness and experience that is often fragmented, contradictory and ambivalent Studies documenting ambivalence have, however,tended to assume that there is a relatively clear and unambiguous change programme about which employees are ambivalent. This article argues that the nature of such programmes is more uncertain and ambiguous than this suggests. Drawing on a six-year study of the introduction of a cultural change programme in the coke-making plant of an integrated steelworks, this article details how cultural ambivalence intertwines with practical ambiguities in the course of such programmes to create complex cultures of ambiguity
AB - Organizational actors involved in cultural change programmes have a consciousness and experience that is often fragmented, contradictory and ambivalent Studies documenting ambivalence have, however,tended to assume that there is a relatively clear and unambiguous change programme about which employees are ambivalent. This article argues that the nature of such programmes is more uncertain and ambiguous than this suggests. Drawing on a six-year study of the introduction of a cultural change programme in the coke-making plant of an integrated steelworks, this article details how cultural ambivalence intertwines with practical ambiguities in the course of such programmes to create complex cultures of ambiguity
UR - http://www.scopus.com/inward/record.url?scp=27844448757&partnerID=8YFLogxK
U2 - 10.1177/0950017005051284
DO - 10.1177/0950017005051284
M3 - Article
VL - 19
SP - 67
EP - 89
JO - Work, Employment & Society
JF - Work, Employment & Society
SN - 0950-0170
IS - 1
ER -