ABSTRACT
The idea, if not to say ideology of managing organizational change is fairly established within orthodox management (Musson and Duberley, 2007). It is so deeply embedded in organizational realities as well as organization studies that Sorge and Witteloostuijn (2004) call it an ‘organizational change hype’. Managing change is predominantly portrayed in functional ways, as a technology which simply needs exact execution of ‘tried-and-tested’ blueprints. According to the ‘managerial standard model’, organizational change has to be planned, linear, top-down and management-driven.
