Advanced Search

Journal Navigation

Journal Home

Subscriptions

Archive

Contact Us

Table of Contents

CiteULike is a free service for managing and discovering scholarly references - click here to get started.

Sign In to gain access to subscriptions and/or personal tools.
Organization Studies
This Article
Right arrow Full Text (PDF)
Right arrow References
Right arrow Alert me when this article is cited
Right arrow Alert me if a correction is posted
Right arrow Citation Map
Services
Right arrow Email this article to a friend
Right arrow Similar articles in this journal
Right arrow Similar articles in Web of Science
Right arrow Alert me to new issues of the journal
Right arrow Add to Saved Citations
Right arrow Download to citation manager
Right arrowRequest Permissions
Right arrow Request Reprints
Right arrow Add to My Marked Citations
Citing Articles
Right arrow Citing Articles via HighWire
Right arrow Citing Articles via Web of Science (2)
Right arrow Citing Articles via Google Scholar
Right arrow Citing Articles via Scopus
Google Scholar
Right arrow Articles by Carlisle, Y.
Right arrow Articles by Baden-Fuller, C.
Right arrow Search for Related Content
Social Bookmarking
Add to CiteULike   Add to Complore   Add to Connotea   Add to Del.icio.us   Add to Digg   Add to Reddit   Add to Technorati   Add to Twitter  
What's this?

Re-Applying Beliefs: An Analysis of Change in the Oil Industry

Ysanne Carlisle

Open University Business School, UK, y.m.carlisle{at}open.ac.uk

Charles Baden-Fuller

Cass Business School, City University, London, UK Erasmus University, Rotterdam, The Netherlands, c.baden-fuller{at}city.ac.uk

Beliefs and values are hard to alter; yet they strongly influence employees’ attitudes towards strategic changes. Using a longitudinal case study in the oil industry, we show how to distinguish between ideological beliefs (justified by ethical values) and mundane beliefs (substantiated by knowledge structures). We explain that the willingness of workers to participate in change was promoted by a dynamic interaction between these interdependent belief sets. More critically, we show that acceptance of change did not require a change in values, but rather a change in the way that values were applied. We develop propositions that move theory forward and point to future directions for research.

Key Words: strategic management • qualitative research • change • beliefs and values

Organization Studies, Vol. 25, No. 6, 987-1019 (2004)
DOI: 10.1177/0170840604045093
Add to CiteULike CiteULike   Add to Complore Complore   Add to Connotea Connotea   Add to Del.icio.us Del.icio.us   Add to Digg Digg   Add to Reddit Reddit   Add to Technorati Technorati   Add to Twitter Twitter    What's this?


This article has been cited by other articles:


Home page
 Journal of Hospitality & Tourism ResearchHome page
W.-p. Liu, S. S. Lui, and D. C. Man
Individual Change Schemas, Core Discussion Network, and Participation in Change: an Exploratory Study of Macau Casino Employees
Journal of Hospitality & Tourism Research, February 1, 2009; 33(1): 74 - 92.
[Abstract] [PDF]