Strategy in the Danger Zone: Identity maintenance and misaligned sensemaking in instances of deliberate organizational closure

Martin Friesl, Lionel Garreau and Radka Newton
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Lionel Garreau: DRM - Dauphine Recherches en Management - Université Paris Dauphine-PSL - PSL - Université Paris Sciences et Lettres - CNRS - Centre National de la Recherche Scientifique
Radka Newton: LUMS - Lancaster University Management School - Lancaster University

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Abstract: This paper aims to contribute to the literature on strategic change by investigating the tension between identity change and stability in instances of radical mission transformation. Existing research mostly considers organizations as ‘going concerns' which renders transformation a ‘disturbance' in the evolution of the organization. Only recently has research started to raise questions about the issues of change that arise as organizations come to the end of their mission, requiring a radical shift in how the organization perceives itself. We explore the arising tensions of change and stability by drawing on identity theory as a theoretical lens. Empirically, this paper draws on the longitudinal analysis of the transformation of ChemCorp. We follow the restructuring and ultimate closure of two recycling plants for highly hazardous chemicals.

Keywords: strategic change management; reorganization (search for similar items in EconPapers)
Date: 2019-10
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Published in 38th Strategic Management Society Conference, Oct 2019, Mineapolis, United States

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-02986274

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