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Managing Meaning for Strategic Change: The Role of Perception and Meaning Congruence

JHHSA, Vol. 29 No. 1, (2006)

This paper is a qualitative study of the cultural and strategic changes
being made by a mid-sized hospital in the southwestern United States.
The purpose of the paper is twofold. First, the paper examines the
methods used by strategic managers in this hospital to manage meaning
and create congruent interpretations of culture and strategy throughout
the organization. This paper takes a social construction, interpretive
position that culture and strategy are created through human interaction
and involve shared meaning systems and interpretive schemes that
individuals use to interpret and make sense of their world. Second, the
study examines the effectiveness of the methods used by hospital
management by examining perceptual similarities and differences
among top leadership and other organizational members. This paper
takes the position that perceptual and meaning congruence are
necessary for the successful implementation of strategy that is given in
a top-down fashion.

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