Organisational Change and Discourse : Hegemony, Resistance and Reconstitution

The article considers the discourse surrounding culture change programmes in two British manufacturing organisations. The analysis of organisational discourse is pursued as a means of revealing the indeterminacy of organisational experiences and the problems inherent to the introduction of generic change approaches. An examination of the discourse used in the case companies shows an intricate set of structural, cultural, economic and personal pressures passing through the change concepts