Cultures of ambiguity design, emergence and ambivalence in the introduction of normative control

@inproceedings{McLoughlin2005CulturesOA,
  title={Cultures of ambiguity design, emergence and ambivalence in the introduction of normative control},
  author={Ian P. McLoughlin and Richard J. Badham and Gillian Patricia Palmer},
  year={2005}
}
Organizational actors involved in cultural change programmes have a consciousness and experience that is often fragmented, contradictory and ambivalent. Studies documenting ambivalence have, however, tended to assume that there is a relatively clear and unambiguous change programme about which employees are ambivalent. This article argues that the nature of such programmes is more uncertain and ambiguous than this suggests. Drawing on a six-year study of the introduction of a cultural change… CONTINUE READING