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dc.contributor.authorMurdoch, Zuzana
dc.contributor.authorGeys, Benny
dc.date.accessioned2014-07-11T09:22:27Z
dc.date.accessioned2015-02-23T14:28:31Z
dc.date.available2014-07-11T09:22:27Z
dc.date.available2015-02-23T14:28:31Z
dc.date.issued2014
dc.identifier.citationOrganization Studies, 35(2014)12: 1793-1811nb_NO
dc.identifier.issn0170-8406
dc.identifier.issn1741-3044
dc.identifier.urihttp://hdl.handle.net/11250/277218
dc.descriptionThis is the authors' accepted version of the articlenb_NO
dc.description.abstractThis article examines how organisational designs develop by proposing a novel theoretical framework that views organisational change as resulting from a dialectic process between interpretive agents. The key claim is that existing formal procedures (such as recruitment processes, our empirical focal point) are subject to involved actors’ interpretive efforts. This results in a bargaining situation based on the interpretations of the principal actors, which may induce a feedback loop whereby the original procedures are amended. The empirical relevance of the theoretical argument is illustrated via a case study of the hiring procedures in the European External Action Service.nb_NO
dc.language.isoengnb_NO
dc.publisherSagenb_NO
dc.titleInstitutional dynamics in international organizations: Lessons from the recruitment procedures of the European External Action Servicenb_NO
dc.typeJournal articlenb_NO
dc.typePeer reviewednb_NO
dc.date.updated2014-07-11T09:22:28Z
dc.source.journalOrganization Studiesnb_NO
dc.identifier.doi10.1177/0170840614544558
dc.identifier.cristin1143202
dc.description.localcode2, Forfatterversjonnb_NO


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