Organisational Change and Individual Scripts: The Microfoundations of Change Dynamics
Organisations inevitably face changes that will require them to modify their way of functioning (Nadler & Tushman, 1989). Such radical changes can be rapid and discontinuous (Romanelli & Tushman, 1994), or slow and incremental (Amis, Slack, & Hinings, 2004). In order to understand the different dynamics of radical change, I challenge the dominant macro-level approach by focusing on the impact of change on the cognitive processes of individuals, the emergence of attitudes towards change, and the consequences for change dynamics. More specifically, I will discuss how a change at the organisational level can threaten the identity of individuals, and how the perception of this threat can shape the process of organisational change. Finally, I will discuss the importance of individual and organisational characteristics, as well as their impact on the perception of change.