INNOVATORS AND CONTRAPRENEURS - CRUCIAL ALLIANCES THAT CONNECT AND SEPARATE ORGANIZATIONAL-CHANGE PROCESSES

This paper focuses on the coupling among alliances, relationships, man agement, and activities, when major strategic changes are carried out in an ''old'' organization. The paper also points out how new alliance s and changed relationships seem to be developing in a Norwegian compa ny. As a conclusion, we point out six elements which, according to our research, have to be present to minimize the implementation of revers ible processes in organizations where organizational change processes have been implemented so that continued change can go on in the compan y.