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Leadership and Strategic Change under Ambiguity

https://doi.org/10.1177/017084069601700406
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What this work says

Outgoing claims: the papers this work cites, builds on, or argues with.

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Guest editor's introduction: Putting top managers back in the strategy picture
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New CEO intervention and dynamics of deliberate strategic change
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Sensemaking and sensegiving in strategic change initiation
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On studying managerial elites
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Shaping strategic change
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Leaders: The strategies for taking charge
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The dynamics of strategic change
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Intraorganizational influence tactics: Explorations in getting one's way.
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Leadership and Ambiguity
inferredcites →https://doi.org/10.1111/j.1467-6486.1988.tb00029.xopenalex-snapshot
ORGANIZING, LEADERSHIP AND SKILFUL PROCESS[1]
inferredcites →https://doi.org/10.1111/j.1467-6486.1991.tb00287.xopenalex-snapshot
CHANGE IN AN AUTONOMOUS PROFESSIONAL ORGANIZATION*
inferredcites →https://doi.org/10.1111/j.1467-6486.1991.tb00766.xopenalex-snapshot
Chairmen and Chief Executives: an Exploration of Their Relationship
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Managing Strategic Change; The Role of Symbolic Action
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Sedimentation and Transformation in Organizational Change: The Case of Canadian Law Firms
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Strategy Making in Health Care Organizations: A Framework and Agenda for Research
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Symbolism and Strategic Change in Academia: The Dynamics of Sensemaking and Influence
inferredcites →https://doi.org/10.2307/2087389openalex-snapshot
Role Differentiation in Small Groups
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The Executive Role Constellation.
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Exchange and Power in Social Life.
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Changing Interpretive Schemes and Organizational Restructuring: The Example of a Religious Order
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"P2-FORM" STRATEGIC MANAGEMENT: CORPORATE PRACTICES IN PROFESSIONAL PARTNERSHIPS.
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MAKING FAST STRATEGIC DECISIONS IN HIGH-VELOCITY ENVIRONMENTS.
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DIVERSIFICATIONPOSTURE AND TOP MANAGEMENT TEAM CHARACTERISTICS.
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Strategies, Structures, and Processes of Organizational Decision
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On studying managerial elites
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Academy of Management Executive
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Organizational Citizenship Behavior.Organizational Citizenship Behavior. By Organ Dennis W. MA: Lexington Books, 1988. 160 pages. $21.95.
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Upper Echelons: The Organization as a Reflection of Its Top Managers
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Building Theories from Case Study Research

What points at this work

Incoming claims: where this work appears in other papers’ reference lists and arguments.

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Riding the Wrong Wave
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Making Wicked Problems Governable?
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Dedication
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Preface to the Second Edition
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List of Abbreviations and Acronyms
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Introduction to the Revised Second Edition
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‘Reforming’ UK Health Care Organizations
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A Governmentality-Based Perspective on UK Health Care Organizations
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Genetics Translation Networks
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Managed Cancer Networks
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Sexual Health Networks
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Networks for Older People’s Care
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The Limited Role of Information and Communication Technologies in Managed Networks
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Leadership in Health Care Networks
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Interorganizational Learning in the Networks
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Governmentality and Health Care Networks
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New Labour and UK Health Care
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Concluding Discussion
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Study Design and Methods
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Developing a Performance Assessment Framework
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Upside-Down Organizational Change
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Public and Private Management Compared
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Professionals in Public Service Organizations
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Change agency in a primary health care context
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Leadership: a selected bibliography
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Contemporary leadership in healthcare organizations
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Alternative Approaches for Studying Shared and Distributed Leadership
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Differences in the Implementation of Diagnosis‐Related Groups across Clinical Departments: A German Hospital Case Study
inferred← citeshttps://doi.org/10.1111/j.1754-9434.2012.01468.xopenalex-snapshot
Opening Up Perspectives on Plural Leadership
inferred← citeshttps://doi.org/10.1111/j.1936-4490.2002.tb00271.xopenalex-snapshot
Turnarounds: A Stage Theory Perspective
inferred← citeshttps://doi.org/10.1136/bmjqs.2010.046490openalex-snapshot
The contribution of case study research to knowledge of how to improve quality of care
inferred← citeshttps://doi.org/10.1146/annurev.soc.012809.102612openalex-snapshot
U.S. Health-Care Organizations: Complexity, Turbulence, and Multilevel Change
inferred← citeshttps://doi.org/10.1177/0018726700535005openalex-snapshot
Professionals: Back to the Future?
inferred← citeshttps://doi.org/10.1177/00187267015411002openalex-snapshot
Getting Acceptance that Radically New Working Practices are Required: Institutionalization of Arguments about Change within a Healthcare Organization
inferred← citeshttps://doi.org/10.1177/0018726702055005427openalex-snapshot
The Corruption of Managerial Techniques by Organizations
inferred← citeshttps://doi.org/10.1177/0018726707075288openalex-snapshot
Strategizing in pluralistic contexts: Rethinking theoretical frames
inferred← citeshttps://doi.org/10.1177/0018726707075884openalex-snapshot
A critique of transformational leadership: Moral, professional and contingent dimensions of leadership within public services organizations
inferred← citeshttps://doi.org/10.1177/0018726707081158openalex-snapshot
Nobody in charge: Distributed change agency in healthcare
inferred← citeshttps://doi.org/10.1177/0018726709337040openalex-snapshot
Strategic ambiguity as a rhetorical resource for enabling multiple interests
inferred← citeshttps://doi.org/10.1177/0018726709346378openalex-snapshot
The institutionalization of distributed leadership: A ‘Catch-22’ in English public services
inferred← citeshttps://doi.org/10.1177/0021886309346001openalex-snapshot
Sustainable Change
inferred← citeshttps://doi.org/10.1177/0021886311404556openalex-snapshot
What Does It Take to Implement Change Successfully? A Study of the Behaviors of Successful Change Leaders
inferred← citeshttps://doi.org/10.1177/0170840602234004openalex-snapshot
The Dominance of Firm-Level Competitive Pressures Over Functional-Level Institutional Pressures: The Case of the Finnish-Based Forest Industry Firms
inferred← citeshttps://doi.org/10.1177/0170840603024006007openalex-snapshot
Good Visions, Bad Micro-management and Ugly Ambiguity: Contradictions of (Non-)Leadership in a Knowledge-Intensive Organization
inferred← citeshttps://doi.org/10.1177/0170840604038181openalex-snapshot
‘A Rounded Picture is What We Need’: Rhetorical Strategies, Arguments, and the Negotiation of Change in a UK Hospital Trust
inferred← citeshttps://doi.org/10.1177/0170840605049466openalex-snapshot
The Scripting of Total Quality Management within its Organizational Biography
inferred← citeshttps://doi.org/10.1177/0170840605055265openalex-snapshot
Contextualizing Influence Activities: An Objective Hermeneutical Approach
inferred← citeshttps://doi.org/10.1177/0170840607075674openalex-snapshot
Power and Glory: Concentrated Power in Top Management Teams
inferred← citeshttps://doi.org/10.1177/0170840608096388openalex-snapshot
The Role of Meetings in the Social Practice of Strategy
inferred← citeshttps://doi.org/10.1177/0170840612473538openalex-snapshot
Bringing Public Organization and Organizing Back In
inferred← citeshttps://doi.org/10.1177/0170840614559259openalex-snapshot
Making Sense of Sensemaking in Organization Studies
inferred← citeshttps://doi.org/10.1177/0170840616640844openalex-snapshot
Becoming Salient: The TMT Leader’s Role in Shaping the Interpretive Context of Paradoxical Tensions
inferred← citeshttps://doi.org/10.1177/01708406211026114openalex-snapshot
Expertise Diversity, Informal Leadership Hierarchy, and Team Knowledge Creation: A study of pharmaceutical research collaborations
inferred← citeshttps://doi.org/10.1177/01708406211035509openalex-snapshot
Organizational Learning From Hidden Improvisation
inferred← citeshttps://doi.org/10.1177/01708406231166815openalex-snapshot
Strategic Change in a Pluralistic Context: Change leader sensegiving
inferred← citeshttps://doi.org/10.1177/0170840699203005openalex-snapshot
The Role of Political Language Forms and Language Coherence in the Organizational Change Process
inferred← citeshttps://doi.org/10.1177/0893318918766405openalex-snapshot
Organizational Boundary Regulation Through Social Media Policies
inferred← citeshttps://doi.org/10.1177/1056492619892693openalex-snapshot
The Role of Strategic Ambiguity in Moral Injury: A Case Study of Dutch Border Guards Facing Moral Challenges
inferred← citeshttps://doi.org/10.1177/1350507607073026openalex-snapshot
Leaders as Lead Learners
inferred← citeshttps://doi.org/10.1177/1355819613484460openalex-snapshot
‘New’ and distributed leadership in quality and safety in health care, or ‘old’ and hierarchical? An interview study with strategic stakeholders
inferred← citeshttps://doi.org/10.1177/1363459312460704openalex-snapshot
Leading from the middle: Constrained realities of clinical leadership in healthcare organizations
inferred← citeshttps://doi.org/10.1177/1476127004042841openalex-snapshot
Powerful and Free: Intraorganizational Power and the Dynamics of Corporate Strategy
inferred← citeshttps://doi.org/10.1177/1476127019840148openalex-snapshot
Collaboration and identity formation in strategic interorganizational partnerships: An exploration of swift identity processes
inferred← citeshttps://doi.org/10.1177/1742715006066025openalex-snapshot
The More Things Change, the More They Remain the Same? Evaluating Strategic Leadership in Organizational Transformations
inferred← citeshttps://doi.org/10.1177/1742715009354233openalex-snapshot
The Practice of Leadership in the Messy World of Organizations
inferred← citeshttps://doi.org/10.1177/1742715009354238openalex-snapshot
Contextualizing Leader Dynamics: How Public Service Leaders Endeavour to Build Influence
inferred← citeshttps://doi.org/10.1177/1742715012468786openalex-snapshot
Leadership practices and context: Two sides of the same coin
inferred← citeshttps://doi.org/10.1177/1742715019886769openalex-snapshot
Ambiguous authority and hidden hierarchy: Collective leadership in an elite professional service firm
inferred← citeshttps://doi.org/10.1186/1472-6963-13-5openalex-snapshot
Decoupling the use and meaning of strategic plans in public healthcare
inferred← citeshttps://doi.org/10.1186/1748-5908-7-40openalex-snapshot
Research into practice: Collaboration for Leadership in Applied Health Research and Care (CLAHRC) for Nottinghamshire, Derbyshire, Lincolnshire (NDL)
inferred← citeshttps://doi.org/10.1186/s12913-022-08567-1openalex-snapshot
Dealing with pluralism: the managerial work of CEOs in Italian public healthcare organizations
inferred← citeshttps://doi.org/10.1186/s12961-019-0482-6openalex-snapshot
The unpredictable journeys of spreading, sustaining and scaling healthcare innovations: a scoping review
inferred← citeshttps://doi.org/10.1201/b15808-3openalex-snapshot
Administration and Guidance
inferred← citeshttps://doi.org/10.1287/orsc.11.2.197.12509openalex-snapshot
Towards A Culturally Sensitive Approach To Organization Structuring: Where Organization Design Meets Organization Development
inferred← citeshttps://doi.org/10.1287/orsc.1110.0670openalex-snapshot
Shaping Strategic Action Through the Rhetorical Construction and Exploitation of Ambiguity
inferred← citeshttps://doi.org/10.1287/orsc.2015.0985openalex-snapshot
Senior Managers’ Sensemaking and Responses to Strategic Change
inferred← citeshttps://doi.org/10.1287/orsc.2016.1105openalex-snapshot
Agreeing on What? Creating Joint Accounts of Strategic Change
inferred← citeshttps://doi.org/10.12927/hcpol.2006.18334openalex-snapshot
Under the Radar: Stealth Development of Two-Tier Healthcare in Canada
inferred← citeshttps://doi.org/10.12927/hcpol.2006.18339openalex-snapshot
Développement d'interfaces entre les services de santé publique et les services cliniques de première ligne à Québec : une étude de cas
inferred← citeshttps://doi.org/10.12968/bjhc.2012.18.11.575openalex-snapshot
Leadership models for healthcare improvement
inferred← citeshttps://doi.org/10.14288/1.0073532openalex-snapshot
Emotion and strategizing : exploring emotional dynamics and senior team strategizing in meetings
inferred← citeshttps://doi.org/10.15123/pub.1995openalex-snapshot
Changing scripts in Nigerian higher education: the case of Kwara State Polytechnic
inferred← citeshttps://doi.org/10.1590/s0034-759020160306openalex-snapshot
AMBIGUITY IN THE IDENTITY TRANSFORMATION OF PUBLIC HEALTH ORGANIZATIONS
inferred← citeshttps://doi.org/10.1606/1044-3894.3589openalex-snapshot
Co-CEOs: A New Leadership Paradigm for Social Service Agencies
inferred← citeshttps://doi.org/10.18662/wlc2021/59openalex-snapshot
VUCA n+1. To the Infinity and Beyond!
inferred← citeshttps://doi.org/10.21203/rs.3.rs-1062070/v1openalex-snapshot
Dealing With Pluralism: Managerial Work of CEOs in Italian Public Healthcare Organizations
inferred← citeshttps://doi.org/10.2307/3069417openalex-snapshot
THE DYNAMICS OF COLLECTIVE LEADERSHIP AND STRATEGIC CHANGE IN PLURALISTIC ORGANIZATIONS.
inferred← citeshttps://doi.org/10.24275/uami.3j333247ropenalex-snapshot
Cambio y comunicación organizacional en la Gerencia de Estudios de Ingeniería Civil de la Comisión Federal de Electricidad
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