Looking in or looking out? Top-down change and operational capability

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dc.contributor.author Lemon, Mark
dc.contributor.author Craig, John
dc.contributor.author Cook, Matthew
dc.date.accessioned 2011-04-21T08:13:40Z
dc.date.available 2011-04-21T08:13:40Z
dc.date.issued 2010
dc.identifier.citation Lemon, M., Cook, M. and Craig, J. (2010). Looking in or looking out? Top-down change and operational capability. Forum: Qualitative Social Research, 11 (3), Art. 27. en
dc.identifier.issn 1438-5627
dc.identifier.uri http://hdl.handle.net/2086/4886
dc.description.abstract Strategic intentions reflect the aspirations of an organization. They can also be translated into targets for the rest of the organization and structures, procedures, measures and associated rules introduced to meet them. Drawing upon insight from social systems theory, and case study evidence from the telecommunications industry, this conceptual paper suggests that the ensuing implementation processes can conflict with the principles and objectives of actors at operational levels and lead to behaviors that can hinder the pursuit of those high level goals. This misalignment, or pathological autopoiesis, is manifest through a restructuring in which the organization becomes the environment for operational actors who in turn focus upon the "translation" of imposed conditions into their own psychic and social needs. In effect the organization turns in on itself and away from the need to acquire information about, and respond to, its own environment, a condition that is fundamental to the resilience and survival of any system. en
dc.language.iso en en
dc.title Looking in or looking out? Top-down change and operational capability en
dc.type Article en
dc.researchgroup Institute of Energy and Sustainable Development

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