| This study builds on the work of organizational sensemaking scholars, especially Weick and Gioia, who have studied and theorized on the relationship between leader cognitive processes and the strategic directions that result. It explores the decisions leaders make about restructuring, focusing on their organizational visions. It does so in the context of new organizations evolving on college campuses as the result of mergers between academic libraries and computer centers. A phenomenological approach was used to uncover leaders' own perceptions about the processes and factors involved in deciding on an organizational structure for a new enterprise. The metaphor of a journey on the frontier emerged as characterizing how these pioneers moved towards a new future for their organizations.; In this study seven Chief Information Officers (CIOs) from medium-sized institutions were interviewed about their experiences creating Information Services units. Their individual stories are used to portray the essence of the experience of leading the creation of a new organizational vision and structure. The study identifies key factors that lead to institution-specific choices of structures, four mechanisms used to embed vision in structure, and eight vectors of the choice process in the merger context. Key themes included evolution vs. revolution, respecting existing cultures, coming together around the work, natural areas of overlap, idealism vs. pragmatism, opportunism, and collaboration, communication, cooperation.; The dynamics involved with multiple cultures and identities are an essential component of the leader's role as change agent in the merger context.{09}The constant comparative method was employed to make some preliminary propositions, referred to as “lessons learned,” about the interrelationship between how CIOs approached the task of changing organizational identities and the organizational structures that emerged. These leaders' experiences also shed light on the integration of new organizational forms on campus, indicating that flattened hierarchies and web, lattice, network, and team structures can be used effectively to create synergies between units and to build organizational flexibility. The study is designed to bridge theory, practice, and methodology to provide an accessible account of organizational restructuring and identity management in the merger context. |
