Lecture notes
Managing Change and Innovation
- Module
- Business And Management
- Institution
- The University Of Kent (UKC)
Detailed notes on Managing Change and Innovation
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Managing Change and InnovationGoing back to Culture
As ‘cultures’ evolve and get institutionalized, beliefs, values, and other ways to relate to the world
are taken for granted (Balogun & Floyd, 2010).
Problem?
Problem?
Organisational cultures are strategic as long as they generate internal dynamics that will fit in with
the external environment.
Remember, strategy is about fit! (Johnson, 1988, p. 88)
Note: dynamic means capable of changing or being changed; in a state of flux, not static.
Strategic Drift
“strategic drift” is gradually, perhaps imperceptibly, the strategy of the organization will become less
and less in line with the environment in which the organization operates’ (Johnson, 1992, p. 33)
Sensemaking
Sensemaking allows people to deal with uncertainty and ambiguity by creating rational accounts of
the world that enable action (Maitlis, 2005: 21).
It is about finding meaning and direction to confront an unexpected situation (Gioia & Chittipeddi,
1991).
Essential during periods of change.
Under Normal Conditions: Culture
Recipes i.e. methods, procedures, techniques, methods, ways etc.
Cognitive Inertia
Environmental change should result, in terms of organisational culture, in ‘a movement away from
stability to established new goals’ (Combe & Carrington, 2015: 308).
But, this usually does not happen because of several factors, including cognitive inertia.
Cognitive inertia is about ‘an organization’s tendency to follow established patterns of behaviour –
even in response to dramatic environmental shifts’ (Sull, 1999, p. 43)
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