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Organizational coup d'état and strategic change: A critical realist perspective
Grenoble Ecole de Management, France.ORCID iD: 0000-0002-8896-4845
University College, Dublin, Ireland.
Grenoble Ecole de Management, France.
2016 (English)Conference paper, Oral presentation with published abstract (Other academic)
Abstract [en]

Organisational coups d'état are episodes of structural change. Unlike other forms of discontinuous management, they are triggered by deep-seated internal grievances and so are likely to trigger sensebreaking and reinterpretation of organizational narratives. However, almost nothing has been written about them since the term was introducedby Zald and Berger (1978) almost forty years ago. We remedy this by developing a process model based on an in-depth case study of a 2014 coup as it went through three phases: tension building, confrontation, and realignment.

Rich, qualitative data are being collected both in real-time and retrospectively. Interviews were(and continue to be) conducted with members of various interest groups, including coup leaders, insurgents, and incumbents. Preliminary data have beenanalysed using Archer’s (1995) morphogenetic cycle framework to understand how theactors and groups involved perceived and reflected upon their situations, and how this lead to action.

Our findings show that the pace and timing of the coup was critical in bringing about its success. This includes a gradual, covert recruitment process catalysed by key events, followed by a rapid confrontation when the directors’ formal power was believed to beat its weakest, during the AGM. The post-coup era is brought about gradual changes in organisational activity, however the vision was instantly and consistently disseminated by a new authoritarian style of management.

This study challenges many previous assumptions about organisational coups d'état as our case demonstrates that they can be driven by non-directors, contain multiple agendas, replace wholeboards, and lead to significant strategic realignment. Our findings primarily contribute to the strategic change literature

Place, publisher, year, edition, pages
2016.
National Category
Business Administration
Identifiers
URN: urn:nbn:se:hj:diva-46578OAI: oai:DiVA.org:hj-46578DiVA, id: diva2:1361578
Conference
International Association of Critical Realism (IACR) Conference 2016, Cardiff, United Kingdom, 20-22 July, 2016
Available from: 2019-10-16 Created: 2019-10-16 Last updated: 2019-10-16Bibliographically approved

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CiteExportLink to record
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Citation style
  • apa
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf