Cultures of ambiguity: Design, emergence and ambivalence

McLoughlin, I, Badham, R and Palmer, G 2005, 'Cultures of ambiguity: Design, emergence and ambivalence', Work, Employment and Society, vol. 19, no. 1, pp. 67-90.

Document type: Journal Article
Collection: Journal Articles

Title Cultures of ambiguity: Design, emergence and ambivalence
Author(s) McLoughlin, I
Badham, R
Palmer, G
Year 2005
Journal name Work, Employment and Society
Volume number 19
Issue number 1
Start page 67
End page 90
Total pages 24
Publisher Sage Publications Ltd
Abstract 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 programme in the coke-making plant of an integrated steelworks, this article details how cultural ambivalence intertwines with practical ambiguities in the course of such programmes to create complex cultures of ambiguity
Subject Business and Management not elsewhere classified
DOI - identifier 10.1177/0950017005051284
ISSN 0950-0170
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