Management Communication Quarterly
The author develops a process model of the unintended consequences in planned organizational change that draws on the structuration, organizational change, and organizational tension literatures. The model depicts the communicative actions of both senior management and employees and reveals the dynamic through which unintended consequences unfold. The model extends theoretical understandings of planned organizational change and discusses how future research can build a dialectic and dialogic model of planned change focused on employee participation. The author illustrates the model with a case study of organizational change and its unintended consequences. The article concludes with insights on change management for practitioners and with directions for future research.
Guowei Jian, Unpacking Unintended Consequences in Planned Organizational Change: A Process Model. Management Communication Journal (Volume 21, Issue 1) pp. 5-28. Copyright © 2007 by Sage Publications. Reprinted by permission of SAGE Publications, Inc.
Jian, G. (2007). Unpacking unintended consequences in planned organizational change: A process model. Management Communication Quarterly, 21(1), 5-28. doi:10.1177/0893318907301986