The interrelationship between strategic change and the emotional autonomy of employees: A Strategy-as-Practice view
Project: Research - Studentship › Research Studentship
We know little about how the unfolding process of strategic formulation and implementation impacts upon the individuals’ understanding of what they should, and can, do. Such questions are central to the internationally important field of strategy-as-practice. Here strategy is not seen as something organisations “have”, but as something people “do”. The focus is less, then, the techniques used to formulate business policy, and more the way individuals enact, and react to, the formulation, dissemination and implementation of strategy. While the literature suggests subjectivity is linked to the interpretation and enactment of strategy, the individual’s sense of place and value within the business has not been considered. Consequently, the recurring question in the literature concerns how ‘strategy’ reflects in the intangible embodied perceptions and practices that shape what gets done in organizations. Addressing this gap, this proposed research asks: What are the implications of strategic change on individual actors’ sense of ‘emotional autonomy’ as they formulate and respond to changes in strategy?
If strategy is something that people "do", we need to understand what this doing means for their sense of self. That is, how are they impacted by strategic change, how empowered do they feel, and how do they come to maintain a degree of control over their work identity. This research looks to understand the implications of strategic change on individual actors’ sense of ‘emotional autonomy’ as they formulate and respond to changes in strategy.
|Effective start/end date||1/10/13 → 30/09/16|