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dc.contributor.authorBarrett, Frank J.
dc.contributor.authorThomas, Gail Fann
dc.contributor.authorHocevar, Susan P.
dc.date.accessioned2015-09-03T23:02:49Z
dc.date.available2015-09-03T23:02:49Z
dc.date.issued1995-09
dc.identifier.citationJournal of Applied Behavioral Science, Vol. 31, No. 3, September 1995, pp. 352-372.en_US
dc.identifier.urihttp://hdl.handle.net/10945/46410
dc.description.abstractThis article reconceptualizes the change process from a rational planning perspective to an interpretive perspective emphasizing the social construction of meaning. Discourse is viewed as the core of the change process through which our basic assumptions about organizing are created, sustained, and transformed. To illustrate the dynamics of meaning systems, examples are provided of organizations shifting from mechanistic assumptions to become more adaptive, responsive, quality-oriented organizations. Implications for researchers and managers are included.en_US
dc.rightsThis publication is a work of the U.S. Government as defined in Title 17, United States Code, Section 101. Copyright protection is not available for this work in the United States.en_US
dc.titleThe Central Role of Discourse in Large-Scale Change: A Social Construction Perspectiveen_US
dc.typeArticleen_US
dc.contributor.departmentSystems Managementen_US


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