Article ID | Journal | Published Year | Pages | File Type |
---|---|---|---|---|
1015330 | European Management Journal | 2007 | 11 Pages |
Abstract
Organizational restructurings are commonplace, put in place by many senior management teams as part of a wider strategic change to create alignment between ways of working and a new strategic intent. Yet we know little about how these restructurings are implemented and delivered by the middle managers often charged with making the senior manager blueprints a reality. This paper argues that for us to appreciate the way restructuring works in practice, we need to recognise that any shift in organisational form requires an accompanying cognitive orientation. The paper discusses the implications this raises for practice.
Related Topics
Social Sciences and Humanities
Business, Management and Accounting
Business and International Management
Authors
Julia Balogun,