(Engaging or Avoiding) Change Through Reflexive Practices

Paul Hibbert, Lisa Callagher*, Frank Siedlok, Charlotta Windahl, Hee Sun Kim

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

22 Citations (Scopus)


In this article, we explore the ways in which individuals deploy reflexive practices in order to avoid or engage with a call to change either oneself or the social context. We begin by developing a categorization of the modes of reflexive practice associated with avoidance or engagement. We go on to develop—through a relationally reflexive research process—three contributions that build on this. First, we build an understanding of what a repertoire of reflexive practices may include, and “what is going on” in such reflexive practices. Second, we explain how reflexive practices can be mobilizing, thereby enabling shifts between avoidance and engagement modes, or fix action within a single mode. Third, we develop an understanding of the ways in which emotions and relationships influence how reflexive practices of either kind are deployed.

Original languageEnglish
Pages (from-to)187-203
Number of pages17
JournalJournal of Management Inquiry
Issue number2
Early online date7 Jul 2017
Publication statusPublished - 1 Apr 2019


  • affect/emotions
  • organization theory
  • qualitative research
  • work-life conflict/management

ASJC Scopus subject areas

  • General Business,Management and Accounting
  • Strategy and Management
  • Management of Technology and Innovation


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