This paper reports a longitudinal field study on the effects of positive media coverage on the reconstruction of organizational identity. The study highlights how intense positive coverage to the point of turning an organization into a celebrity influences both the way members understand their...

Up to 70% of change initiatives fail. This poor rate of success seems to be caused by a flawed management of change. One of the lacunae for a proper understanding of this situation is the way in which organizations perceive their own change. The activities in self-perception have a crucial...

This paper is based on empirical research conducted with directors in large UK organizations, first in 1987-89, and again in 1998-2000. While the time frame has changed, the focus of the inquiry has remained constant - how do you "run" a large organization - and data gathered reflect significant...

This paper discusses radical change in higher education reflecting on its deconstructive nature. While the notions of adaptive and strategic change assume strengthening the existing settings of university organization, radical change means the deconstruction of the established organizational...