Change-supportive employee behavior: a career identity explanation

2015 ◽  
Vol 20 (1) ◽  
pp. 38-62 ◽  
Author(s):  
Evgenia I. Lysova ◽  
Julia Richardson ◽  
Svetlana N. Khapova ◽  
Paul G. W. Jansen
Keyword(s):  
Organizational Change ◽  
Work Values ◽  
Individual Characteristics ◽  
Future Research ◽  
Change Initiative ◽  
Change Initiatives ◽  
Content Type ◽  
Career Identity ◽  
The Individual ◽  
Willingness To Engage

Purpose – The purpose of this paper is to explore how career identity informs employees’ willingness to engage in organizational change initiatives. Design/methodology/approach – The paper draws on the findings of a qualitative case study exploring the experiences of 29 employees involved in a planned “bottom-up” organizational change initiative. At the time of the study, all interviewees were employed in a Dutch non-profit organization. Findings – Drawing on protean career theory and the literature on other-oriented work values, we show that career identity informs both how employees make sense of the respective organizational change and their willingness to engage in it. The authors found that proactive career behavior and a focus on other-oriented work values inform higher levels of employees’ engagement in the change, while passive career behavior and self-centered work values inform employees’ lower levels of involvement in the change initiative. Based on the findings, the authors conclude this paper with a conceptual model which captures the cyclical relationship between career identity and employees’ willingness to engage in organizational change initiatives. Research limitations/implications – Future research should consider both the individual characteristics of employees involved in change initiatives and content or contextual factors when exploring willingness to engage with change. Practical implications – Organizational change consultants and managers need to be aware of the influence of career identity on employees’ willingness to engage in organizational change and use this information during the implementation of change initiatives. Originality/value – The paper explores employees’ willingness to engage with organizational change initiatives through the lens of career identity.

scholarly journals A performance measurement system for change initiatives

2019 ◽  
Vol 25 (7) ◽  
pp. 1647-1672
Author(s):  
Dag Naslund ◽  
Andreas Norrman
Keyword(s):  
Organizational Change ◽  
Performance Measurement ◽  
Measurement System ◽  
Major Change ◽  
Process Efficiency ◽  
Performance Measurement System ◽  
Change Initiative ◽  
Change Initiatives ◽  
Content Type ◽  
Practical Reality

Purpose The purpose of this paper is to develop, implement, test and further enhance a framework for measuring organizational change initiatives. Design/methodology/approach The conceptual part of the framework is based on the structured analysis of existing literature. The framework was further developed during an action research (AR) study where the authors developed, implemented, evaluated and improved the measurement system for organizational change initiatives. Findings The academic literature is rich in conceptual articles providing required characteristics of a “good” measurement system and frameworks for how organizations should measure performance. However, academia provides less empirical evidence of how these performance measurement systems can be implemented, evaluated and improved. In this paper, the authors present a study where the developed measurement system has been implemented, evaluated and improved. The results in terms of how the actual framework worked as well as the response from the case organizations are equally positive. Research limitations/implications The framework has been implemented in two different, major change initiatives in one case organization. While the results are truly encouraging, the framework needs to be further tested and refined in more organizations. Practical implications There is a gap between academic perception and practical reality regarding how organizations should measure performance in general as well as measuring organizational change initiatives. The presented, and empirically tested, framework measures both the results of the change initiative (effectiveness) the actual change process (efficiency) as well as the perception of the change initiative and process from different key stakeholders. Originality/value This is the first developed, implemented and further improved measurement system for organizational change which measures both the efficiency and effectiveness of the change initiative (process).

A relationship between corporate sustainability and organizational change (part three)

2016 ◽  
Vol 48 (3) ◽  
pp. 133-141 ◽  
Author(s):  
Steven H. Appelbaum ◽  
Regina Calcagno ◽  
Sean Michael Magarelli ◽  
Milad Saliba
Keyword(s):  
Organizational Change ◽  
Value Creation ◽  
Organizational Transformation ◽  
Corporate Sustainability ◽  
Transformational Change ◽  
Business Culture ◽  
Change Initiative ◽  
Change Initiatives ◽  
Content Type ◽  
Evolution Of Ideas

Purpose – In the present kaleidoscopic business landscape the concepts of corporate sustainability are increasingly affecting corporations’ relationships with society and shaping how business leaders interpret changes to their organizations. The path to sustainability is best viewed as an organizational change initiative for which the “how” and “why” must be considered. Broadly, change initiatives have a notably poor success rate, which is likely related to discord between an initiative and the people undertaking it. Corporate sustainability is a transformational change that impacts business culture and a firm’s relationship with its community. The purpose of this paper is to better understand implications of undertaking sustainability change initiatives in today’s global environment the corporate-societal relationship needs to be examined in this three part paper in terms of value creation, for whom, and how sustainability is becoming an increasingly significant portion of this equation. First, a basis for corporate sustainability and the concepts surrounding who the stakeholders need to be examined, after which the reasons for attempting sustainability, in terms of value creation, and considerations for the implementation (culture, identity, attachment) of said change initiative will be explored. Design/methodology/approach – Empirical and practitioner research papers were reviewed to illustrate the meaning and approaches to corporate sustainability and analyze how organizational change initiatives can best be used to facilitate organizational transformation. Findings – There is no consensus on the meaning of corporate sustainability, rather there continues to be an evolution of ideas and theories shaping the evolution of corporate sustainability. To implement any form of corporate sustainability requires that managers understand their objective and the cultural and psychological barriers of organizational change. Better engagement with those undertaking organizational change and clear articulation of the change’s purpose can better lend themselves to an initiative’s success. However, there is no panacea and managers must recognize that approaches may need to be altered. Research limitations/implications – Research tends to occupy one of two spheres, either corporate sustainability or change initiatives. More linkage between these two concepts and empirical research of the effectiveness of organizational change practices for corporate sustainability is needed. Practical implications – A better understanding of organizational change theories, practices, and procedures may benefit managers and organizations that endeavor to realize corporate sustainability. Social implications – Given the implications of recent corporate collapses and their perceived malice, there is now greater thought about the role these organizations have in society. Concepts regarding shared value and mutual benefit to society and corporations can be expected to remain at the forefront of the public decorum. Originality/value – This paper sought to draw stronger ties between corporate sustainability and organizational change, highlighting that the two are codependent.

A relationship between corporate sustainability and organizational change (Part One)

2016 ◽  
Vol 48 (1) ◽  
pp. 16-23 ◽  
Author(s):  
Steven H. Appelbaum ◽  
Regina Calcagno ◽  
Sean Michael Magarelli ◽  
Milad Saliba
Keyword(s):  
Organizational Change ◽  
Value Creation ◽  
Organizational Transformation ◽  
Corporate Sustainability ◽  
Transformational Change ◽  
Business Culture ◽  
Change Initiative ◽  
Change Initiatives ◽  
Content Type ◽  
Evolution Of Ideas

Purpose – In the present kaleidoscopic business landscape the concepts of corporate sustainability are increasingly affecting corporations’ relationships with society and shaping how business leaders interpret changes to their organizations. The path to sustainability is best viewed as an organizational change initiative for which the “how” and “why” must be considered. Broadly, change initiatives have a notably poor success rate, which is likely related to discord between an initiative and the people undertaking it. Corporate sustainability is a transformational change that impacts business culture and a firm’s relationship with its community. The purpose of this paper is to examine the corporate-societal relationship to better understand implications of undertaking sustainability change initiatives in today’s global environment in this three-part paper in terms of value creation, for whom, and how sustainability is becoming an increasingly significant portion of this equation. First, a basis for corporate sustainability and the concepts surrounding who the stakeholders need to be examined, after which the reasons for attempting sustainability, in terms of value creation, and considerations for the implementation (culture, identity, attachment) of said change initiative will be explored. Design/methodology/approach – Empirical and practitioner research papers were reviewed to: illustrate the meaning and approaches to corporate sustainability; and analyze how organizational change initiatives can best be used to facilitate organizational transformation. Findings – There is no consensus on the meaning of corporate sustainability, rather there continues to be an evolution of ideas and theories shaping the evolution of corporate sustainability. To implement any form of corporate sustainability requires that managers understand their objective and the cultural and psychological barriers of organizational change. Better engagement with those undertaking organizational change and clear articulation of the change’s purpose can better lend themselves to an initiative’s success. However, there is no panacea and managers must recognize that approaches may need to be altered. Research limitations/implications – Research tends to occupy one of two spheres, either corporate sustainability or change initiatives. More linkage between these two concepts and empirical research of the effectiveness of organizational change practices for corporate sustainability is needed. Practical implications – A better understanding of organizational change theories, practices, and procedures may benefit managers and organizations that endeavor to realize corporate sustainability. Social implications – Given the implications of recent corporate collapses and their perceived malice, there is now greater thought about the role these organizations have in society. Concepts regarding shared value and mutual benefit to society and corporations can be expected to remain at the forefront of the public decorum. Originality/value – This paper sought to draw stronger ties between corporate sustainability and organizational change, highlighting that the two are codependent.

Individual difference factors related to anthropomorphic tendency

2016 ◽  
Vol 50 (5/6) ◽  
pp. 973-1002 ◽  
Author(s):  
Kate Letheren ◽  
Kerri-Ann L. Kuhn ◽  
Ian Lings ◽  
Nigel K. Ll. Pope
Keyword(s):  
Individual Difference ◽  
Online Survey ◽  
Individual Characteristics ◽  
Future Research ◽  
Content Type ◽  
Individual Level ◽  
Personal Connection ◽  
Experiential Thinking ◽  
Psychology Literature ◽  
The Individual

Purpose This paper aims to addresses an important gap in anthropomorphism research by examining the individual-level factors that correlate with anthropomorphic tendency. Design/methodology/approach The extant psychology, marketing and consumer psychology literature is reviewed, and eight hypotheses devised. Data from 509 online survey respondents are analysed to identify individual characteristics associated with anthropomorphic tendency. Findings The results reveal that anthropomorphic tendency varies by individual and is significantly related to personality, age, relationship status, personal connection to animals and experiential thinking. Research limitations/implications This paper extends on recent research into the individual nature of anthropomorphic tendency, once thought to be a universal trait. Given that this paper is the first of its kind, testing of further traits is merited. It is suggested that future research further examine personality, as well as other elements of individual difference, and test the role of anthropomorphic tendency in the development of processing abilities with age. Practical implications Findings show that anthropomorphic tendency may prove to be a key variable in the segmentation of markets and the design of marketing communications, and that younger, single, more creative, conscientious consumers are an appropriate target for anthropomorphic messages. The importance of personal connection to animals, as well as experiential thinking, is also highlighted. Originality/value Given the importance of anthropomorphic tendency for the processing of messages involving non-human endorsers, as well as the formation of relevant attitudes and behaviours, this paper fulfils an identified need to further understand the characteristics of those high on this tendency.

A relationship between corporate sustainability and organizational change (part two)

2016 ◽  
Vol 48 (2) ◽  
pp. 89-96 ◽  
Author(s):  
Steven H. Appelbaum ◽  
Regina Calcagno ◽  
Sean Michael Magarelli ◽  
Milad Saliba
Keyword(s):  
Organizational Change ◽  
Value Creation ◽  
Organizational Transformation ◽  
Corporate Sustainability ◽  
Transformational Change ◽  
Business Culture ◽  
Change Initiative ◽  
Change Initiatives ◽  
Content Type ◽  
Evolution Of Ideas

Purpose – In the present kaleidoscopic business landscape the concepts of corporate sustainability are increasingly affecting corporations’ relationships with society and shaping how business leaders interpret changes to their organizations. The path to sustainability is best viewed as an organizational change initiative for which the “how” and “why” must be considered. Broadly, change initiatives have a notably poor success rate, which is likely related to discord between an initiative and the people undertaking it. Corporate sustainability is a transformational change that impacts business culture and a firm’s relationship with its community. To better understand implications of undertaking sustainability change initiatives in today’s global environment the corporate-societal relationship needs to be examined in this three-part paper in terms of value creation, for whom, and how sustainability is becoming an increasingly significant portion of this equation. First, a basis for corporate sustainability and the concepts surrounding who the stakeholders need to be examined, after which the reasons for attempting sustainability, in terms of value creation, and considerations for the implementation (culture, identity, attachment) of said change initiative will be explored. The paper aims to discuss these issues. Design/methodology/approach – Empirical and practitioner research papers were reviewed to illustrate the meaning and approaches to corporate sustainability and analyze how organizational change initiatives can best be used to facilitate organizational transformation. Findings – There is no consensus on the meaning of corporate sustainability, rather there continues to be an evolution of ideas and theories shaping the evolution of corporate sustainability. To implement any form of corporate sustainability requires that managers understand their objective and the cultural and psychological barriers of organizational change. Better engagement with those undertaking organizational change and clear articulation of the change’s purpose can better lend themselves to an initiative’s success. However, there is no panacea and managers must recognize that approaches may need to be altered. Research limitations/implications – Research tends to occupy one of two spheres, either corporate sustainability or change initiatives. More linkage between these two concepts and empirical research of the effectiveness of organizational change practices for corporate sustainability is needed. Practical implications – A better understanding of organizational change theories, practices, and procedures may benefit managers and organizations that endeavor to realize corporate sustainability. Social implications – Given the implications of recent corporate collapses and their perceived malice, there is now greater thought about the role these organizations have in society. Concepts regarding shared value and mutual benefit to society and corporations can be expected to remain at the forefront of the public decorum. Originality/value – This paper sought to draw stronger ties between corporate sustainability and organizational change, highlighting that the two are codependent.

Religiosity, socio-economic development and work values: a cross-national study

2015 ◽  
Vol 34 (5) ◽  
pp. 585-600 ◽  
Author(s):  
Hamid Yeganeh
Keyword(s):  
Economic Development ◽  
Work Values ◽  
National Study ◽  
Future Research ◽  
Religious Denomination ◽  
Content Type ◽  
Individual Level ◽  
Socio Economic Development ◽  
Extrinsic Work Values ◽  
The Individual

Purpose – The purpose of this paper is to use international survey data to investigate the effects of religiosity, religious denomination, communist heritage, and socio-economic development on work values. Design/methodology/approach – First, religiosity and work values are conceptualized. Next, the relationships among these concepts are discussed and the hypotheses, variables, and data are presented. Finally, the results of the empirical tests are presented and the theoretical and managerial implications, as well as avenues for future research, are discussed. Findings – It is found that socio-economic development negatively, whereas religiosity and communist heritage positively, influence extrinsic work values. Further analysis reveals that religiosity has a quadratic relationship with intrinsic work values. Conspicuously, after controlling for the effects of religiosity, no significant association is found between religious denominations and work values. Research limitations/implications – The current analysis relies only on national/societal level data and overlooks the effects of independent variables (religiosity and communist heritage) at the individual level. Furthermore, the methodologies and measurements of religiosity and work values are of a limited scope. Thus, future studies may look into the effects of religiosity on work values at the individual level and apply other conceptualizations and measures to test the validity of the results. Practical implications – Based on the findings of this study, it can be suggested that the use of intrinsic rewards might be less appropriate in the societies marked by communist heritage or high religiosity. On the contrary, these societies may embrace more extrinsic work values associated with direct, restrictive, and tangible aspects of work. Originality/value – This study contributes to the literature by conceptualizing, measuring, and incorporating various variables into the research design and by providing original insights into the influence of religion on work values. Furthermore, this study suggests that, at least with regard to work values, religiosity (the strength of one’s conviction for their religion) is more important than religious denomination (Protestantism, Catholicism, Islam, Orthodox Christianity, Hinduism, and Buddhism).

Organizational change in a scenario of political upheaval and economic crisis: a Brazilian case

2018 ◽  
Vol 41 (10) ◽  
pp. 1118-1136
Author(s):  
Marcela Chacur Juliboni ◽  
Adriana Victoria Garibaldi de Hilal
Keyword(s):  
Organizational Change ◽  
Single Case ◽  
Retention Mechanism ◽  
Economic Downturn ◽  
Successful Implementation ◽  
Critical Factors ◽  
Change Initiative ◽  
Change Initiatives ◽  
Destructive Effect ◽  
Content Type

PurposeThis paper aims to enhance the understanding of organizational change (OC) and the main critical factors to change.Design/methodology/approachA single case study was conducted in a large company with operations in Brazil by means of 21 in-depth interviews. A qualitative perspective was applied to scrutinize the data collected.FindingsMain critical factors, such as commitment and trust, represent pieces of a puzzle that, when put together in a constructive way, draw a path to successful implementation of a change initiative. On the one hand, a country crisis poses as an obstacle to build change initiative credibility. On the other hand, an economic downturn may represent a retention mechanism. This study allowed the authors to draw a diagram with four groups of people based on their engagement with the organization change initiatives and on their seniority. In brief, the company is in a vicious circle. It is prisoner of a negative loop that causes a destructive effect in the change process, and it does not allow them to think out of the box and explore creative alternatives to face the company challenges.Research limitations/implicationsThe research presents a few limitations regarding the chosen method and, also, country and company scenario where the research took place.Practical implicationsThe results have implications for human resources development (HRD) scholars and practitioners in the planning and implementation of OC-related initiatives.Originality/valueThis paper contributes to OC literature and practitioners by showing the importance of credibility in change initiatives to achieve their successful implementation. This study also supports the strong relationship among main critical factors to change. Finally, the company is locked in a negative loop that stifles the successive attempts to successfully implement the change initiatives.

scholarly journals Customers' contamination concerns: an integrative framework and future prospects for service management

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Simon Hazée ◽  
Yves Van Vaerenbergh
Keyword(s):  
Service Management ◽  
Marketing Research ◽  
Individual Characteristics ◽  
Service Research ◽  
Future Research ◽  
Knowledge Map ◽  
Content Type ◽  
Integrative Framework ◽  
The Individual ◽  
Service Managers

PurposeCustomers might become concerned about getting contaminated and adapt their behavior accordingly, which is of critical concern for service managers. The purpose of this paper is threefold. First, this paper synthesizes the extant body of research within psychology and marketing into an integrative framework that helps understand the current state of knowledge on contamination. Second, this review summarizes evidence-based managerial recommendations on how to deal with customers' contamination concerns. Third, this paper provides guidance for future research by proposing several ways in which those concerns might influence service management.Design/methodology/approachThis paper conducts an integrative literature review of over 30 years of psychology and marketing research on contamination concerns.FindingsThe paper reviews physical and metaphysical contagion models, the situational cues that may activate customers' contamination concerns, the psychological mechanisms that underlie the relationship between contamination and customer outcomes and the individual characteristics that influence customer sensitivity to contamination cues. Moreover, this review identifies actions that service managers can take to prevent customers' contamination concerns. Finally, still much has to be learned about how organizations should deal with fear of contamination by the time a next pandemic breaks out.Originality/valueThis paper develops an integrative framework that serves as a structured knowledge map onto the contamination phenomenon and paves the way for future service research.

Impact of start-up support through guided preparation

2014 ◽  
Vol 3 (1) ◽  
pp. 72-95 ◽  
Author(s):  
Juita-Elena (Wie) Yusuf
Keyword(s):  
Sample Selection ◽  
Individual Characteristics ◽  
Future Research ◽  
Content Type ◽  
Assistance Programs ◽  
Self Selection ◽  
Start Up ◽  
The Individual ◽  
The Impact ◽  
Practical Implications

Purpose – The purpose of this paper is to examine if and how entrepreneurial assistance programs, through guided preparation, affect start-up success. Design/methodology/approach –This study uses Heckman's two-stage sample selection model to predict the effect of contact and interactions with entrepreneurial support programs on start-up outcomes while taking into account the entrepreneur's self-selection into obtaining support from these programs. Findings – The results indicate that, after controlling for individual characteristics, activities undertaken during the start-up process, organizational characteristics and external factors, guided preparation contributes to a greater likelihood of achieving positive start-up outcome. This finding holds even after controlling for the entrepreneur's self-selection into contacting and using outside assistance. Research limitations/implications – Results suggest that self-selection bias remains a concern when studying the impact of assistance programs on start-up outcomes. Future research should make sure to address self-selection in their analysis. Practical implications – The study's results have implications for the design of start-up programs. It highlights the importance of delivery structures that are fluid, flexible, interactive, experiential, and tailored to the individual entrepreneur's needs. Originality/value – This study focusses on assistance programs broadly defined (includes many different types of programs) and provides an empirical analysis that addresses self-selection.

Integrated change: creating synergy between leader and organizational development

2010 ◽  
Vol 42 (3) ◽  
pp. 151-155 ◽  
Author(s):  
Ashley M. Guidroz ◽  
Karen W. Luce ◽  
Daniel R. Denison
Keyword(s):  
Organizational Culture ◽  
Organizational Change ◽  
Leadership Development ◽  
Organizational Development ◽  
Leadership Programs ◽  
Change Initiatives ◽  
Content Type ◽  
Organizational Culture Change ◽  
Manufacturing Organization ◽  
The Individual

PurposeThe purpose of this paper is to share with organizations a method for integrating organizational culture change and leadership development within one balanced corporate initiative.Design/methodology/approachThis paper describes the benefits of organizational culture and leadership development, the steps taken to design such a program within a large, global manufacturing organization, and the benefits of the integrated program.FindingsIntegrating organizational culture with leadership development can help create a clear “line of sight” between the individual and the organization and builds broader accountability for the success of organizational change initiatives.Practical implicationsIntegrated culture and leadership programs can be designed within any environment. This case study serves as an example to provide readers with ideas for how to create and implement similar programs in other organizations.Originality/valueKotter stresses the need for leadership in organizational change, however, few case studies have been published in this area that articulate how leadership and organizational development can be successfully integrated.

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