Social movements in management

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"The creation of social mobilisation and commitment in management becomes especially critical in situations of discontinuous change. This is because bringing about new businesses or transforming existing ones necessitates mobilisation of conflictual actors within management to support the same change programme, though at the same time the ambiguities and risks related to leaps of these kinds inherently enforce the existing subdivisions within management. Previous solutions to this problem of mobilisation have emphasised for example processes of social persuasion (Kanter 1983) and complementary roles of the different managerial actors in making leaps (Burgelman and Sayles 1986). However, it can be argued that the previous research has inadequately problematised the basis of the mobilisation of different managerial actors to leap alliances and coalitions. ...This study argues that social movements of these kinds in management are based on the characteristic features of the specific businesses and on the ways they permit different managerial actors to promote both their managerial objectives and personal goals."--Abstract.