Introduction: This thesis proposes new ways to think about change, a much discussed yet
under-defined concept within organisational studies. The vast majority of existing work
focuses on processes of organisational change, i.e. the management of change, whilst a small
minority considers change in organisations, offering theories of change at the individual
level. This study aimed to reverse the established research order by exploring individual
interpretations of experiences of change at work to enrich and inform our understandings and
indicate further and alternate areas for study.
Methods: A Foucauldian theoretical lens was utilised to consider how ideas about change in
the workplace have been constructed over time and why we think about change the way we
do. A mixed methods approach was utilised. Bibliometric analysis and meta-narrative review
were used to explore the development of the concept of change within organisational studies.
A qualitative study was then conducted within the United Kingdom Ministry of Defence and
National Health Service in England as organisations generally acknowledged to have
undergone sustained, significant change over time. In-depth interviews (n=40) were
conducted together with documentary analysis of materials volunteered by participants in
order to investigate what individuals mean by change, how they distinguish between change
and that which remains relatively constant (i.e. between change and stability), and how
relationships are affected by change in organisations. These data were analysed using
deductive and inductive analytical frameworks. A reflexive approach was adopted
throughout data collection and analysis. How these insights might inform further research
into change in organisations was then discussed in the context of related literature.
Results: Six themes emerged from the investigation, namely: i) uncertainty at work; ii)
progress and change; iii) dissonance and division; iv) definitions and boundaries; v) risks and
vulnerabilities; vi) the role of stability. Participants described an organisational context
dominated by change, most particularly frequent, imposed changes involving re-structuring
and job moves. Change was seen to have created divisions between employees and the
organisation, their colleagues and their sense of self, highlighting dissonance between
personal/ professional and organisational values. Change was seen to go beyond the
boundaries of the organisation into social and intimate worlds beyond work. Accounts of
change included vulnerabilities for the organisation (e.g. reduced performance and employee
dis-identification) and for individuals (e.g. employees’ well-being and the potential for
discrimination). In contrast, stability was a neglected but important consideration for
participants.
Conclusion: This study suggests the normalisation of change as an everyday undertaking at
work, contributing to individual and organisational uncertainty and vulnerability. This
indicates not only a need to more clearly define change as a subject for study, but also a lack
of consideration of stability as a source of certainty and balance. The use of change as a
mechanism of control has contributed to a growth of managerialism and individualism and
there is a need to better understand the troublesome effects of imposed change and its
associated risks within and beyond the organisation. Conversely, the dynamic effects of
organic change may offer significant benefits in allowing the organisation to adapt in accord
with the wider environment