Innovators and contrapreneurs: Crucial alliances that connect and separate organizational change processes

This paper focuses on the coupling among alliances, relationships, management, and activities, when major strategic changes are carried out in an old organization. The paper also points out hownew alliances andchanged relationships seem to be developing in a Norwegian company. As a conclusion, we point out six elements which, according to our research, have to be present to minimize the implementation of reversible processes in organizations where organizational change processes have been implemented so that continued change can go on in the company.