The role of conversations in producing intentional change in organizations

Article Abstract:

Most perspectives on change propose that communication occurs in the context of change. This article inverts that perspective by proposing both that communication is the context in which change occurs and that the change process unfolds in a dynamic of four distinct types of conversations. The fundamental nature of speech as performative suggests that change is linguistically based and driven and that producing intentional change is facilitated by intentional communication. The relationships among the conversations are discussed, and implications for theory, research, and practice are given. (Reprinted by permission of the publisher.)

Conversation

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Multinational subsidiary evolution: capability and charter change in foreign-owned subsidiary companies

Article Abstract:

In this article we develop a model of subsidiary evolution to shed light on the processes that drive changes in a subsidiary's activities and its underlying capabilities. We see subsidiary evolution as (1) the enhancement/depletion of capabilities in the subsidiary, coupled with (2) and explicit change in the subsidiary's charter. Building on this definition, we analyze the interaction between capability and charter change and identify five generic subsidiary evolution processes, developing propositions around the underlying drivers for each process. (Reprinted by permission of the publisher.)

Subsidiary corporations, Subsidiaries, International business enterprises, Multinational corporations, Corporate reorganizations, Controlled foreign corporations

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Time, Temporal Capability, and Planned Change

Article Abstract:

Planned change processes involve commanding, engineering, teaching and socializing. Bringing about planned change requires intervening agents to display temporal capability skills to achieve large-scale change.

Canada, Statistical Data Included, Study and teaching, Leadership, Operant conditioning, Time perspective

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