Organizational members' support during a change can be influenced
strongly by the degree to which the company is not going to be the
same as it was before. Indeed, members have a stake in "who the
organization is," and they are often quite frantic in their efforts
to avoid losing it. The aim of this book is to propose and test
hypotheses on why organizational members adhere to some
characteristics of their working organization and feel worried
about losing them. The book does not give checklists or provide
practical recommendations for how to manage a difficult change in
organizations. Instead, it provides an overview of the debate and
notes on previous relevant studies; it proposes reflections and
discusses the difficulty associated with change in an
organization's identity. Hence, this book is for the reader who
wants to understand the complexity of the topic to better
understand the recommendations that may be provided to them by
other, more practically oriented studies. In doing so, this book
explains the complexity of the topic to allow the reader to gain a
more comprehensive and far better informed perspective on change to
organizational identity.
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