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Date / Heure
Date(s) - 06/12/2017
12 h 15 min - 14 h 00 min

Emplacement
HEC Montréal

Salle : St-Hubert (1er étage, section verte)

Conférence donnée en anglais

Presentation in English

Apportez votre lunch, café et jus seront servis!

 

Résumé/Abstract:

This paper explores how divisional leaders develop capacity for multiple change. Through an inductive study, we observed how the leaders of a foreign subsidiary within a multinational telecommunications company implemented a series of parallel and overlapping changes – some initiated locally, others by headquarters. Existing research suggests that divisional leaders are important change agents who can exert influence on key stakeholders for instance through strategic sensemaking activities. We find that divisional leaders when faced with multiple changes, in addition to mobilizing sensemaking activities, reassemble change initiatives in order to manage different capacity-related challenges that surface over time. This provides them with temporary capacity to move change forward. The successful change agency by divisional leaders relies on considerable autonomy and discretion. Our findings contribute to the change literature by empirically illustrating how multiple changes interact over time and theorizing how this creates both challenges and opportunities for divisional leader change agency.

 

Author’s bio:

Inger Stensaker is Professor in Strategic Change at NHH Norwegian School of Economics and Dean of NHH Executive Programs. Her research interests are within the area of strategy implementation, strategic change processes, organizational change capacity and qualitative process studies. She has extensive experience leading collaborative and cross-disciplinary research projects and strongly believes in developing close academic-practitioner relationships.

In her research, she works closely with firms as they are undergoing strategic change in order to explore how they can develop capacity for change. She typically examines strategic change processes from various levels in the organization (top management, middle management and employee level) and draws on sensemaking and identity theory to understand the dynamics of change.

Her work has appeared in Human Relations, Human Resource Management, British Journal of Management, Journal of Applied Behavioral Science, Organizational Dynamics and Journal of Change Management. She is past Chair of the OD division at Academy of Management.

 

Cette conférence est organisée conjointement avec la Chaire en gestion stratégique en contexte pluraliste