Researching place and social identity in organizational change: A theoretically informed Leximancer analysis of a participant historiographical study

Rooney, D., Brabant, M., Paulsen, N., Callan, V. J. and Jones, E. (2006). Researching place and social identity in organizational change: A theoretically informed Leximancer analysis of a participant historiographical study. In: Proceedings of: 56th Annual Conference of the International Communication Association: Networking Communication Research. 56th Annual Conference of the International Communication Association: Networking Communication Research, Dresden, Germany, (). 19-23 June 2006.


Author Rooney, D.
Brabant, M.
Paulsen, N.
Callan, V. J.
Jones, E.
Title of paper Researching place and social identity in organizational change: A theoretically informed Leximancer analysis of a participant historiographical study
Conference name 56th Annual Conference of the International Communication Association: Networking Communication Research
Conference location Dresden, Germany
Conference dates 19-23 June 2006
Convener International Communication Association
Proceedings title Proceedings of: 56th Annual Conference of the International Communication Association: Networking Communication Research
Place of Publication Washington, DC, U.S.A.
Publisher International Communication Association
Publication Year 2006
Sub-type Fully published paper
ISBN not found
Total pages not found
Collection year 2006
Language eng
Formatted Abstract/Summary
This study made use of an innovative participant historiographical method to explore the effects of place and social identity on perceptions of and reactions to organizational change across professional and other groups in a hospital. Interviews were conducted from employees at different levels of seniority, all working at a large public psychiatric hospital in Australia. This hospital was in the process of major organisational change, following from the promulgation of a new model of mental health delivery and the construction of a new greenfield site for the hospital. Employees were categorised into seven levels in the organisational hierarchy, ranging from operative non-clinical staff (e.g., cleaners, groundspeople, ward attendants) through nursing, medical, and allied health staff, through managers and senior managers, and finally external stakeholders (e.g., the relevant government department head). Some staff at lower levels had a multi-generation association with the hospital, which had been an employer in the area for over fifty years. The Leximancer approach gave a very rich conceptual map and allowed us to drill down into the text to flesh out the themes and concepts. Using a theoretically informed Leximancer analysis, we explored the ways in which employees' evaluative orientations were sensitive to place and social identification factors. These factors led them to make qualitatively different commitments to and interpretations of the organizational change. The role of place and space emerged as critical in how well employees accepted the new culture, identities and work practices.
©2010 All Academic, Inc.
Subjects EX
350208 Organisational Planning and Management
720403 Management
Q-Index Code E1

 
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Created: Thu, 23 Aug 2007, 22:37:42 EST