scholarly journals Evolving emotional experiences following organizational change: a longitudinal qualitative study

2015 ◽  
Vol 10 (2) ◽  
pp. 105-133 ◽  
Author(s):  
Fay Giæver ◽  
Roy K. Smollan
Keyword(s):  
Organizational Change ◽  
Qualitative Study ◽  
Emotional Reactions ◽  
Emotional Experiences ◽  
Content Type ◽  
Emotional Change ◽  
One Year ◽  
Reactions To Change ◽  
Insight Into ◽  
Collection Methods

Purpose – There is a lack of qualitative longitudinal studies in the literature exploring the complexity and dynamism of affective experience during phases of organizational change. The purpose of this paper is to explore the nature and intensity of emotional reactions to change and the contextual triggers that made them vary. Design/methodology/approach – In total, 11 nurses in a Norwegian public hospital were interviewed at three points in time about a change in technology, one month prior to implementation, three months after implementation and one year after implementation. They were asked to reflect “forwards” and “backwards” about their emotional experiences to the technical change in particular and to other changes occurring at work. Findings – The informants reported mixed emotional experiences to change at all three interviews. Emotion terms such as “uncertainty”, “joy” and “resignation” were reported at all times, “anxiety and “excitement” were only reported at Times 1 and 2 whereas “frustration” and “cynicism” were only reported at Times 2 and 3. Research limitations/implications – A larger group of informants would have produced greater insight into the evolving emotional change experiences. Further research could explore other contexts and a wider range of data collection methods. Originality/value – This is a rare qualitative study of emotional change experiences where the informants were interviewed three times.

Changes in commitment to change among leaders in home help services

2015 ◽  
Vol 28 (3) ◽  
pp. 216-227 ◽  
Author(s):  
Kristina Westerberg ◽  
Susanne Tafvelin
Keyword(s):  
Organizational Change ◽  
Structured Interviews ◽  
Change Initiatives ◽  
Commitment To Change ◽  
Content Type ◽  
Team Meetings ◽  
Home Help ◽  
Home Help Services ◽  
One Year ◽  
Over Time

Purpose – The purpose of the this study was to explore the development of commitment to change among leaders in the home help services during organizational change and to study this development in relation to workload and stress. During organizational change initiatives, commitment to change among leaders is important to ensure the implementation of the change. However, little is known of development of commitment of change over time. Design/methodology/approach – The study used a qualitative design with semi-structured interviews with ten leaders by the time an organizational change initiative was launched and follow-up one year later. Thematic content analysis was used to analyze the interviews. Findings – Commitment to change is not static, but seems to develop over time and during organizational change. At the first interview, leaders had a varied pattern reflecting different dimensions of commitment to change. One year later, the differences between leaders’ commitment to change was less obvious. Differences in commitment to change had no apparent relationship with workload or stress. Research limitations/implications – The data were collected from one organization, and the number of participants were small which could affect the results on workload and stress in relation to commitment to change. Practical implications – It is important to support leaders during organizational change initiatives to maintain their commitment. One way to accomplish this is to use management team meetings to monitor how leaders perceive their situation. Originality/value – Qualitative, longitudinal and leader studies on commitment to change are all unusual, and taken together, this study shows new aspects of commitment.

Embracing and Harnessing Uncertainty

2021 ◽  
pp. 21-40
Author(s):  
Camilla Ellehave ◽  
Erin Wilson Burns ◽  
Dave Ulrich
Keyword(s):  
Leadership Practices ◽  
Effective Leadership ◽  
Emotional Reactions ◽  
Positive Outcomes ◽  
Customer Needs ◽  
Effective Leaders ◽  
The Future ◽  
Effective Leadership Practices ◽  
Reactions To Change ◽  
Insight Into

This chapter offers insight into how change and uncertainty challenges effective leadership practices and offers guidance on how leaders can successfully lead in uncertain times. It adds to the existing field of studies by offering leaders a framework and specific ways to understand and consequently embrace and harness uncertainty. With the turmoil of 2020 as backdrop, effective leaders will need to master 3 tasks: 1) to pace the changes to which their teams are exposed, 2) to shape how changes are perceived by their team, and 3) to manage the team's emotional reactions to change. As leaders envision the future, guide choices, tame apprehension, regulate expectations, experiment nimbly, and collaborate frequently, they will be able to channel the pressures of change to create positive outcomes for their teams and organizations. More importantly, organizations that create routines and processes that encourage, develop, and enable these behaviors internally will lead in a world where customer needs, employee demands, and shareholder expectations are continuously evolving.

Understanding the individual's reactions to the organizational change: a multidimensional approach

2020 ◽  
Vol 33 (5) ◽  
pp. 667-681
Author(s):  
Renata Borges ◽  
Camila Amaro Quintas
Keyword(s):  
Organizational Change ◽  
Evaluation System ◽  
Organizational Readiness ◽  
Equation Modeling ◽  
Multidimensional Approach ◽  
Behavioral Reactions ◽  
Content Type ◽  
Group Pressure ◽  
The Individual ◽  
Reactions To Change

PurposeThe objective of this research is to analyze in a multidimensional perspective the individual responses to organizational change, specifically about the implementation of a new performance evaluation system, investigating some antecedents of the individual reactions to change.Design/methodology/approachCompanies from the education industry were surveyed, and standardized questionnaires were applied. We obtained a sample size of 386 valid responses. The structural equation modeling (SEM) was employed to assess the measurement model and test the hypotheses.FindingsThe results indicate positive reactions to the organizational change, without ambivalent responses. Employees' cognitive and behavioral reactions are influenced by the individuals' anticipation and past similar organizational change and do not depend on the perceived threat to social work life. The influence of group pressure and organizational readiness on cognitive and behavioral reactions differs in the direction that group pressure affects behaviors but not thoughts, and organizational readiness affects thoughts but not behaviors.Research limitations/implicationsLimitations include the inadequate measures of individuals' emotional reaction, preventing this dimension from being tested.Originality/valueThis research provides theoretical contributions as the literature on organizational change lacks a multidimensional view on individuals' reactions to change. The main contribution of this study is to investigate how each of the individual and organizational antecedents of the employees' responses to the change influences the cognitive and behavioral reactions towards the change employing a multidimensional approach.

Money laundering through exchange offices

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Fabian Maximilian Johannes Teichmann ◽  
Marie-Christin Falker
Keyword(s):  
Qualitative Study ◽  
Money Laundering ◽  
Quantitative Research ◽  
Design Methodology ◽  
Prevention Measures ◽  
Content Type ◽  
Compliance Officers ◽  
Research Gap ◽  
Practical Implications ◽  
Insight Into

Purpose The purpose of this paper is to illustrate how money launderers circumvent compliance measures by using exchange offices to launder incriminated funds. Design/methodology/approach The three-step process entailed carrying out unofficial interviews with money launderers, which gave first insight into the issue, followed by expert interviews that were reviewed by means of a qualitative study. The findings of the qualitative study were processed during the subsequent quantitative research. Findings Although exchange offices are a known threat to anti-money laundering efforts, they continue to be highly applicable. As exchange offices are responsible for their own compliance measures, compliance officers employed by other institutions do not encounter money laundering through exchange offices regularly. Research limitations/implications The findings of the study are limited to the experiences of the interviewed experts, which, naturally, are highly subjective. Further, they are geographically limited, as certain areas were not represented in the study. Practical implications During the literature review, a research gap was identified. The present study attempts to partially fill the same. The illustrated findings aimed at facilitating an improvement of anti-money laundering measures. The insights into the minds of money launderers provide valuable information for legislators, compliance officers and authorities. Originality/value Presently, the majority of the literature focuses on the issue of money laundering from a compliance perspective. However, accurately understanding how money launderers circumvent the existing prevention measures requires an exploration of their approaches. To effectively inhibit money laundering, it is necessary to gain a holistic overview of the issue, which entails the observation of both perspectives.

The relationship between universal network perceptions and dyadic network perceptions and their effect on employees’ behavioral reactions to organizational change

2017 ◽  
Vol 30 (7) ◽  
pp. 1030-1043 ◽  
Author(s):  
Dimitrios Hatjidis ◽  
Andrew Parker
Keyword(s):  
Organizational Change ◽  
Indirect Effect ◽  
Behavioral Reactions ◽  
Content Type ◽  
Quality Perceptions ◽  
Universal Network ◽  
Network Quality ◽  
Dyadic Network ◽  
Reactions To Change ◽  
The Relationship

Purpose The purpose of this paper is to examine empirically the relationships formed between the universal network quality perceptions and the dyadic network quality perceptions that an individual formulate through social ties at work and their effect on behavioral reaction toward organizational change. Design/methodology/approach The data were collected from 91 full-time hotel employees through a self-report survey. Using regression models and mediation method three hypotheses referring to the relationship between the universal and the dyadic perceptions as well as the indirect effect of the dyadic network perception on behavioral reactions to change, through universal network perceptions, are tested. Findings The results show that universal network perception has a positive association with an individual’s behavior toward change, while the authors’ dyadic network perception hypothesis is not supported. Additional results highlight the indirect effect of dyadic network perception on behavioral reactions to change through universal network perceptions. Research limitations/implications Owing to the nature of the study, the inferences of causality might not be that strong as the authors’ findings are limited to the fact that the outcome variable is the behavioral intention toward a hypothetical organizational change rather than an actual change. Practical implications Although both types of perceptions are needed in affecting behavioral intentions, the universal network perceptions are the ones that need to be considered as indicators of the need for proactive non-conventional management planning with regard to the human element of change management. Originality/value The principal contribution of this study is that it brings greater clarity to how tie quality perceptions are constructed and their impact on employees’ behavior toward organizational change.

“Reinventing the wheel, over and over again”. organizational learning, memory and forgetting in doing diversity work

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Marieke van den Brink
Keyword(s):  
Organizational Change ◽  
Organizational Learning ◽  
Performance Management ◽  
Research Question ◽  
Content Type ◽  
Individual Level ◽  
Management Plans ◽  
The Individual ◽  
Diversity Studies ◽  
Insight Into

Purpose The purpose of this paper is to advance knowledge of organizational change towards diversity by bringing together concepts from organizational learning and diversity studies. Design/methodology/approach This longitudinal study was conducted over two years. It involved interviews, observation of meetings and consultation of documentation and the analysis focused on organizational learning. The key research question was how do organizational members institutionalize their individual learning process to change in organizational cultures, routines and structures in a sustainable way? Findings The results showed that there had been learning at the individual level but this did not necessarily mean that participants had been able to transfer their learning into behaviour change. Research limitations/implications The research suggested that training alone may not be sufficient to promote effective organizational change regarding diversity. Additional measures are likely to be required, for example, including diversity targets in performance management plans and reviews. Practical implications In order to achieve greater diversity, organizations are likely to need to use a number of methods to supplement initial training. Social implications This research gives insight into how greater diversity may be achieved in organizations. Originality/value Previous literature understates the complexity of the change processes for enhanced diversity to be sustained in organizations. This study has originality in its focus on organizational learning.

Digitalisation and work well-being: a qualitative study of techno-work engagement experiences related to the use of educational technology

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jaana-Piia Mäkiniemi
Keyword(s):  
Educational Technology ◽  
Qualitative Study ◽  
Work Engagement ◽  
Digital Technology ◽  
Design Methodology ◽  
Well Being ◽  
Education Sector ◽  
Content Type ◽  
Positive Climate ◽  
Insight Into

PurposeThe study explores techno-work engagement, which is a positive and fulfilling state of well-being with respect to the use of digital technology at work. It provides insight into the circumstances in which the educational use of ICT enhances work well-being.Design/methodology/approachA total of 60 Finns from the education sector wrote descriptions of situations in which they experienced techno-work engagement related to the use of educational technology. The responses were analysed qualitatively.FindingsParticipants experienced techno-work engagement not only when educational technology facilitated work, enabled progress and produced novelty value but also when working in collaboration and in a positive climate.Originality/valueThis first qualitative study of techno-work engagement deepens the understanding of positive well-being experiences associated with the use of educational technology. It also provides suggestions for leading technology-related work well-being in educational sector.

Self-efficacy as a resource: a moderated mediation model of transformational leadership, extent of change and reactions to change

2020 ◽  
Vol 33 (2) ◽  
pp. 301-317 ◽  
Author(s):  
Secil Bayraktar ◽  
Alfredo Jiménez
Keyword(s):  
Transformational Leadership ◽  
Organizational Change ◽  
Leadership Style ◽  
Self Efficacy ◽  
Moderated Mediation ◽  
Conservation Of Resources ◽  
Content Type ◽  
Reactions To Change ◽  
The Impact ◽  
The Relationship

PurposeDrawing from conservation of resources (COR) theory, this study empirically tests the impact of transformational leadership on commitment to and intention to support organizational change, proposing self-efficacy as a mediating mechanism. This study also aims to study whether the extent of change in the organization moderates the proposed relationship between transformational leadership, self-efficacy and change reactions.Design/methodology/approachA survey was conducted with a sample of 298 employees going through a major organizational change. The proposed moderated mediation relationship was tested by using PROCESS macro.FindingsThe findings showed that self-efficacy mediated the relationship between transformational leadership and reactions to change. Moreover, the extent of changes experienced by the employees moderated the relationship between self-efficacy and outcome variables. In other words, in high change contexts, self-efficacy appeared as a more salient and instrumental resource leading to positive reactions.Practical implicationsThe results guide change managers to display a transformational leadership style to enhance self-efficacy of change recipients to generate positive attitudes and behaviors during change. Also, this study shows that self-efficacy particularly gains importance when the extent of change is high.Originality/valueThis study makes several important contributions to the organizational change literature. First, it shows that leaders play a crucial role in generating resources that enhance employees' positive reactions to change. Second, the conditional factor of the extent of change has not received much attention in the literature. This study raises attention to the fact that the importance of such resources may differ across low versus high extent of change contexts.

The emotional dimensions of metaphors of change

2014 ◽  
Vol 29 (7) ◽  
pp. 794-807 ◽  
Author(s):  
Roy K. Smollan
Keyword(s):  
Organizational Change ◽  
Design Methodology ◽  
Emotional Responses ◽  
Sense Making ◽  
Content Type ◽  
Organizational Contexts ◽  
Figures Of Speech ◽  
Emotional Dimensions ◽  
Practical Implications ◽  
Insight Into

Purpose – Participants in organizational change use metaphors in discourse as a means of sense making, since they provide insight into ways of thinking and feeling about organizational change that are not as easily or as graphically captured by more conventional language. Although change is often emotional the affective elements of metaphors of change have been under-studied. Thus the purpose of this paper is to examine the emotional content of metaphors that participants use to describe their experiences in various change contexts. Design/methodology/approach – In total, 24 people in different industries, organizations, functional departments and hierarchical levels were interviewed on their experiences of change and their affective reactions. Evidence was sought of the use of metaphors to portray emotional responses. Findings – Participants used many metaphors of which the most prevalent were those relating to the rollercoaster and grief cycle. Other categories emerged from the meanings that underlay the metaphors and revealed a spectrum of emotions experienced during change. Research limitations/implications – As figures of speech it is axiomatic that metaphors cannot be taken literally. Further research needs to discover what actors believe their metaphors mean and to take account of cultural differences. Practical implications – Exploring the emotional meanings embedded in metaphors used by change actors will enable managers to create effective messages and to understand others’ responses to change. Originality/value – Since most empirical articles on affective metaphors of change investigate single organizations or industries, this paper contributes to the literature by reporting on change experiences in different organizational contexts and by identifying categories of metaphorical expressions.

scholarly journals Students' expectations and social media sharing in adopting augmented reality

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ari Alamäki ◽  
Amir Dirin ◽  
Jyrki Suomala
Keyword(s):  
Social Media ◽  
Augmented Reality ◽  
Undergraduate Students ◽  
Learning Experiences ◽  
Emotional Reactions ◽  
Emotional Experiences ◽  
User Experiences ◽  
Content Type ◽  
Expectation Disconfirmation ◽  
Media Channels

PurposeThis study examines students' emotional responses to augmented reality (AR) applications and their willingness to share on social media. It also compares user experiences of AR and virtual reality (VR).Design/methodology/approachIn line with expectation disconfirmation theory, the study focuses on students' experiences in the post-adoption situation where they had gained actual experiences of AR applications. The participants in this case study included 100 undergraduate students from higher educational institutes.FindingsAugmentation as a value-creating mechanism seems to create surprising emotional reactions, as it created completely new and unexpected experiences for first-time users. This study also shows that positive user experiences increased the students' willingness to share AR content on social media channels. In addition, AR seems to be easier to adopt than does VR with “cardboard-style” VR headsets.Research limitations/implicationsMore research is needed to determine which specific features of AR applications and pedagogical methods create positively surprising emotional experiences that affect rewarding learning experiences and social media sharing.Practical implicationsThe results of this study allow designers and educators to select educational technologies that emotionally engage students to use and share them. Positively surprising emotional experiences are important for rewarding learning experiences. The findings also provide hints on the future preferences of new AR users.Originality/valueThis study created a new understanding of the emotional determinants of AR adoption and sharing on social media.

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