This article explores how different types of managers respond to large-scale organizational change and what factors underpin differences in management attitudes and reactions. Through qualitative analysis of the introduction of enterprise resource planning (ERP) systems in two case study organizations, the authors argue that variations in managerial responses to organizational change relate to both the structural position of individual managers and their level of involvement in the implementation of change. Managers are also shown to exhibit agency in interpreting, influencing, and negotiating the impact of organizational change. The analysis emphasizes the need to incorporate more critical perspectives informed by labor process theory with existing insights from conventional organizational change literature.
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