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Cultures of ambiguity

Author

Listed:
  • Ian P. McLoughlin

    (University of Newcastle upon Tyne, UK, i.p.mcloughlin@ncl.ac.uk)

  • Richard J. Badham

    (Macquarie University, Australia, Richard_badham@uow.edu.au)

  • Gill Palmer

    (Monash University, Australia, gill.palmer@buseco.monash.edu.au)

Abstract

Organizational actors involved in cultural change programmes have a consciousness and experience that is often fragmented, contradictory and ambivalent. Studies documenting ambivalence have, however, tended to assume that there is a relatively clear and unambiguous change programme about which employees are ambivalent. This article argues that the nature of such programmes is more uncertain and ambiguous than this suggests. Drawing on a six-year study of the introduction of a cultural change programme in the coke-making plant of an integrated steelworks, this article details how cultural ambivalence intertwines with practical ambiguities in the course of such programmes to create complex cultures of ambiguity

Suggested Citation

  • Ian P. McLoughlin & Richard J. Badham & Gill Palmer, 2005. "Cultures of ambiguity," Work, Employment & Society, British Sociological Association, vol. 19(1), pages 67-89, March.
    • Handle: RePEc:sae:woemps:v:19:y:2005:i:1:p:67-89
    DOI: 10.1177/0950017005051284
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    References listed on IDEAS

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    Cited by:

    1. Lam, Alice, 2009. "From ‘ivory tower traditionalists’ to ‘entrepreneurial scientists’? academic scientists in fuzzy university-industry boundaries," MPRA Paper 30857, University Library of Munich, Germany.

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