The paper argues that organizations change programmes are frequently backed by appeals to "coherence" -this understood as a harmonious fit between different variables (strategy, policies, management systems) conductive to better performance. In comparison recourse to psychological notions of coherence is far less widespread. The history of one such change programme in a large French firm is used to illustrate these ideas and highlights the tension between these two, quite different, notion of coherence.
ANCELIN-BOURGUIGNON, A., JENKINS, A. and NORREKLIT, H. (2003). "New 'Organizational Forms and the Old Quest for Coherence'". In: Proceedings of the 19th European Group for Organizational Studies (EGOS) Colloquium: Organizational Analysis Informing Social and Global Development. European Group for Organizational Studies (EGOS).