The aim of this paper is investigate the role of conversation in strategic change so as to enhance both theory and practice in this respect. As an investigation on how conversations shape change processes in practice, we reflect on an interpretive case study in a health care organization. Through an OD project complemented by semi-structured interviews with participants, we gained a set of data and experiences that allows us to inquire into the relationship between conversations and change in more depth.
Language
English
Keywords
strategy
strategic change
organizational learning
dialogue
HSG Classification
contribution to scientific community
Refereed
No
Book title
Refining familiar constructs : alternative views in OB, HR, and I/O
