Continuity in Discontinuities: The Role of Cognitive and Emotional Reframing
Abstract
We develop an understanding of discontinuous technology adoption by examining how employees cognitively and emotionally frame the transition between existing and new technologies. Framing is important since discontinuous technologies by their very nature deviate from prevailing logics and mindsets, but we know little about how employees both cognitively and emotionally frame transitions, particularly in competence-destroying contexts. We use an in-depth case study of a major technology company to look at the micro-processes of framing. We highlight a number of core pathways and mechanisms through which frame flexibility is enacted, primarily by leaders empowering self-managing teams, and the use of improvisation and creativity in managing the transition process. We contribute more generally to research on technological discontinuities by developing a process model of employee reframing of the transition between existing and new technologies.