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On responses to crisis and subsequent (non)-significant change in high hazard organizing
Mälardalen University, School of Business, Society and Engineering, Industrial Economics and Organisation.ORCID iD: 0000-0001-8476-6852
Mälardalen University, School of Business, Society and Engineering, Industrial Economics and Organisation.ORCID iD: 0000-0002-6980-3448
2023 (English)Conference paper, Oral presentation with published abstract (Refereed)
Abstract [en]

High hazard organizations are often praised for their ability to remain stable and reliable. In this paper, we draw on a longitudinal case study from 2019 to 2023 from a high hazard organization and its project work to examine how such an organization reacted to the COVID 19 pandemic. As we show, an organization prone to avoid the use of new technologies and to favor on-site work can experience a seemingly significant change while its actors do not perceive such change as significantly different. We argue that an important consideration is not whether change has happened but whether it is significantly different in light of core aspects of organizational practices, such as their teleological structure and core concerns. Indeed, a high hazard organization might thus change meeting and communicative practices while remaining the same in aspects that matter more – leading to paradoxical narratives of change and non-change to manifest simultaneously. 

Place, publisher, year, edition, pages
2023.
National Category
Other Social Sciences
Identifiers
URN: urn:nbn:se:mdh:diva-65073OAI: oai:DiVA.org:mdh-65073DiVA, id: diva2:1820302
Conference
Organizing for the Good Life: Between Legacy and Imagination, University of Cagliari, July 6-8, 2023, Italy, Sub-theme 73: Studying Change in, through and around Organizations with a Practice Sensitivity
Available from: 2023-12-18 Created: 2023-12-18 Last updated: 2023-12-18Bibliographically approved

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Lammi, Inti JoséHallin, Anette

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