Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

Managers’ and employees’ contradictory argumentations of spatial change

Managers’ and employees’ contradictory argumentations of spatial change PurposeThe purpose of this paper is to present the results of a qualitative study concerning managers’ and employees’ rhetorical evaluations of a spatial organizational change.Design/methodology/approachThe approach of rhetorical social psychology is applied to study how the actors of an organization speak about a transformation from a single-room office setting to an open, multi-space office. The material consists of 36 interviews.FindingsIt was found that the responsible managers and employees used contradictory argumentation of what “real work” is like and what the change will result in as rhetorical resources when supporting and contesting the transformation. Although their set of arguments and counter-arguments drew from the same beliefs and values, they were used for opposite purposes.Practical implicationsThe results of this research advance awareness of the multidimensional and contradictory nature of change rhetoric and this understanding can be utilized in supporting more effective change programs. For example, instead of constructing unnecessary polarizations between those who resist change and its supporters, the study facilitates to identify the ambiguity of argumentation related to change and the differing symbolic meanings subscribed to.Originality/valueThe study contributes to the organizational change literature by showing the ambiguity of change rhetoric and the contradictory nature of argumentation, both within the talk of specific employee groups and between groups. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Organizational Change Management Emerald Publishing

Managers’ and employees’ contradictory argumentations of spatial change

Loading next page...
 
/lp/emerald-publishing/managers-and-employees-contradictory-argumentations-of-spatial-change-AeGD91MCC3

References (38)

Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0953-4814
DOI
10.1108/JOCM-01-2017-0021
Publisher site
See Article on Publisher Site

Abstract

PurposeThe purpose of this paper is to present the results of a qualitative study concerning managers’ and employees’ rhetorical evaluations of a spatial organizational change.Design/methodology/approachThe approach of rhetorical social psychology is applied to study how the actors of an organization speak about a transformation from a single-room office setting to an open, multi-space office. The material consists of 36 interviews.FindingsIt was found that the responsible managers and employees used contradictory argumentation of what “real work” is like and what the change will result in as rhetorical resources when supporting and contesting the transformation. Although their set of arguments and counter-arguments drew from the same beliefs and values, they were used for opposite purposes.Practical implicationsThe results of this research advance awareness of the multidimensional and contradictory nature of change rhetoric and this understanding can be utilized in supporting more effective change programs. For example, instead of constructing unnecessary polarizations between those who resist change and its supporters, the study facilitates to identify the ambiguity of argumentation related to change and the differing symbolic meanings subscribed to.Originality/valueThe study contributes to the organizational change literature by showing the ambiguity of change rhetoric and the contradictory nature of argumentation, both within the talk of specific employee groups and between groups.

Journal

Journal of Organizational Change ManagementEmerald Publishing

Published: Oct 2, 2017

There are no references for this article.