Several studies of change help highlight the
importance of taking these context related factors
into account. For example, Heracleous and
Barrett (2001) examine the implementation of
electronic trading in the London Market over a
period of five years, across multiple stakeholder
groups and at different discursive levels of
analysis. They analyse the competing discourses
and dynamic negotiations that impact on the
process of implementation at the micro- and
macro-levels. This approach enabled them to
identify the deep structures including both
cognitive understandings and emotive feelings
that key actors had about the role and expected
use of electronic trading. Their study highlights
the need in organizational change to pay attention
to the underlying mindsets and discursive
arguments of stakeholder groups as well as the
passionate resistance and emotional responses
from users as they ‘fear and distrust’ the system
and perceive a ‘loss of control’.