SOC Summaries articles
Lecture 1................................................................................................................................................... 2
D’Aunno, T., Succi, M., and Alexander, J.A. 2000. The role of institutional and market forces in
divergent organizational change .......................................................................................................... 2
Zajac, E.J., Kraatz, M.S. and Bresser, R.K.F. 2000. Modeling the Dynamics of Strategic Fit: A
Normative Approach to Strategic Change ........................................................................................... 3
Lecture 2................................................................................................................................................... 6
Gioia, D. A., and Chittipeddi, K. 1991. Sensemaking and Sensegiving in Strategic Change Initiation . 6
Burgelman, R.A. 2002. Strategy as Vector and the Inertia of Coevolutionary Lock-In ........................ 7
Stacey, R.D. 1995. The Science of Complexity: An Alternative Perspective for Strategic Change
Processes .............................................................................................................................................. 8
Lecture 3................................................................................................................................................. 10
Porac, J.F., Thomas, H., and Baden-Fuller, C. 1989. Competitive Groups as Cognitive Communities:
The Case of Scottish Knitwear Manufacturers................................................................................... 10
Tripsas, M. and Gavetti, G. 2000. Capabilities, Cognition, and Inertia: Evidence from Digital Imaging
............................................................................................................................................................ 13
Mantere, S., Schildt, H.A., and Sillince, J.A.A. 2012. Reversal of Strategic Change ........................... 15
Lecture 4................................................................................................................................................. 17
Ford, J.D., and Ford, L.W. 1995. The Role of Conversations in Producing Intentional Change in
Organizations ..................................................................................................................................... 17
Kaplan, S. 2008. Framing Contests: Strategy Making Under Uncertainty ......................................... 19
Vaara, E. and Monin, P. 2010. A Recursive Perspective on Discursive Legitimation and
Organizational Action in Mergers and Acquisitions ........................................................................... 21
Lecture 5 Power & resistance perspective to change ........................................................................ 23
Canato, A., Ravasi, D., and Phillips, N. 2013. Coerced Practice Implementation in Cases of Low
Cultural Fit: Cultural Change and Practice Adaptation During the Implementation of Six Sigma ..... 23
Monin, P., Noorderhaven, N., Vaara, E. and Kroon, D. Giving Sense to and Making Sense of Justice
in Postmerger Integration .................................................................................................................. 24
Huy, Q.N., Corley, K.G., and Kraats, M.S. 2014. From Support to Mutiny: Shifting Legitimacy
Judgments and Emotional Reactions Impacting the Implementation of Radical Change ................. 26
Lecture 6 Processes of strategic and organizational change ............................................................. 29
Van de Ven, A.H. and Poole, M.S. Explaining Development and Change in Organizations............... 29
Tsoukas, H. and Chia, R. 2002. On Organizational Becoming: Rethinking Organizational Change ... 31
Plowman, D.A. et al. 2007. Radical Change Accidentally: The Emergence and Amplification of Small
Change ................................................................................................................................................ 33
Lecture 1................................................................................................................................................... 2
D’Aunno, T., Succi, M., and Alexander, J.A. 2000. The role of institutional and market forces in
divergent organizational change .......................................................................................................... 2
Zajac, E.J., Kraatz, M.S. and Bresser, R.K.F. 2000. Modeling the Dynamics of Strategic Fit: A
Normative Approach to Strategic Change ........................................................................................... 3
Lecture 2................................................................................................................................................... 6
Gioia, D. A., and Chittipeddi, K. 1991. Sensemaking and Sensegiving in Strategic Change Initiation . 6
Burgelman, R.A. 2002. Strategy as Vector and the Inertia of Coevolutionary Lock-In ........................ 7
Stacey, R.D. 1995. The Science of Complexity: An Alternative Perspective for Strategic Change
Processes .............................................................................................................................................. 8
Lecture 3................................................................................................................................................. 10
Porac, J.F., Thomas, H., and Baden-Fuller, C. 1989. Competitive Groups as Cognitive Communities:
The Case of Scottish Knitwear Manufacturers................................................................................... 10
Tripsas, M. and Gavetti, G. 2000. Capabilities, Cognition, and Inertia: Evidence from Digital Imaging
............................................................................................................................................................ 13
Mantere, S., Schildt, H.A., and Sillince, J.A.A. 2012. Reversal of Strategic Change ........................... 15
Lecture 4................................................................................................................................................. 17
Ford, J.D., and Ford, L.W. 1995. The Role of Conversations in Producing Intentional Change in
Organizations ..................................................................................................................................... 17
Kaplan, S. 2008. Framing Contests: Strategy Making Under Uncertainty ......................................... 19
Vaara, E. and Monin, P. 2010. A Recursive Perspective on Discursive Legitimation and
Organizational Action in Mergers and Acquisitions ........................................................................... 21
Lecture 5 Power & resistance perspective to change ........................................................................ 23
Canato, A., Ravasi, D., and Phillips, N. 2013. Coerced Practice Implementation in Cases of Low
Cultural Fit: Cultural Change and Practice Adaptation During the Implementation of Six Sigma ..... 23
Monin, P., Noorderhaven, N., Vaara, E. and Kroon, D. Giving Sense to and Making Sense of Justice
in Postmerger Integration .................................................................................................................. 24
Huy, Q.N., Corley, K.G., and Kraats, M.S. 2014. From Support to Mutiny: Shifting Legitimacy
Judgments and Emotional Reactions Impacting the Implementation of Radical Change ................. 26
Lecture 6 Processes of strategic and organizational change ............................................................. 29
Van de Ven, A.H. and Poole, M.S. Explaining Development and Change in Organizations............... 29
Tsoukas, H. and Chia, R. 2002. On Organizational Becoming: Rethinking Organizational Change ... 31
Plowman, D.A. et al. 2007. Radical Change Accidentally: The Emergence and Amplification of Small
Change ................................................................................................................................................ 33
