This article explains how employees construct inconsistencies between two separate mandated changes and use these inconsistencies to progressively resist the realization of both changes. Specifically, they use three practices – (1) demonstrating interdependencies between change elements, (2) framing these change elements as inconsistent and (3) establishing the consequentiality of specific change elements by constructing poor outcomes for these – to build capacity to critique, revise and eventually reject elements of both changes. As a result of this resistance, neither mandated change is fully realized. Our findings contribute to the literature on strategic change by illuminating the specific processual dynamics through which actors construct and manipulate the relationship between changes. This also allows us to contribute to the literature on resistance to change by illuminating the dynamics that over time enable actors to resist even mandated – that is, externally imposed – changes, by camouflaging resistance as non-resistance.

中文翻译：

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通过不抵抗来抵抗：构建不一致来抵制双重授权的变革


本文解释了员工如何在两个单独的强制变更之间构建不一致之处，并利用这些不一致逐步抵制这两个变更的实现。具体来说，他们使用三种做法——（1）展示变革要素之间的相互依赖性，（2）将这些变革要素视为不一致的，（3）通过为这些要素构建不良结果来确定特定变革要素的后果性——以建立批评、修订的能力并最终拒绝这两个变更的要素。由于这种阻力，强制的变革都没有完全实现。我们的研究结果通过阐明行动者构建和操纵变革之间关系的具体过程动态，为战略变革文献做出了贡献。这也使我们能够通过阐明随着时间的推移，使行为者能够通过将抵抗伪装成不抵抗来抵抗甚至是强制的（即外部强加的）变化的动态，从而为抵抗变革的文献做出贡献。