ABSTRACT
This chapter outlines the ways in which repeated cycles of organisational restructures (RCOR) may have some important implications for group performance, more specifically, innovation. Although some managers receive pay increases as part of the RCOR programme these are cognitively evaluated in a crude form of cost: benefit analysis. The chapter discusses the grounded theory of engagement. It is important to note that the most negative RCOR effect is a 'zone of disengagement', which precedes the engagement stage of group development and performance. The chapter discusses two important issues arising from the interview data. Firstly, for the majority of National Health Service managers RCOR was described as a positive way in which to 'open-up' new promotional opportunities and improved ways of working. Secondly, consistent with the literature on group development it appears that RCOR yields a number of problems.
