Leaders’ Behaviors During Radical Change Processes: Subordinates’ Perceptions of How Well Leader Behaviors Communicate Change

2015 ◽  
Vol 56 (1) ◽  
pp. 100-121 ◽  
Author(s):  
Timothy Hartge ◽  
Thomas Callahan ◽  
Cynthia King
Keyword(s):  
Change Process ◽  
Radical Change ◽  
Change Processes ◽  
Leader Behaviors ◽  
First Line ◽  
Upward Feedback ◽  
And Behaviors ◽  
Line Level

This research asked 252 upper-, middle-, and first-line-level managers in organizations experiencing radical change to assess the effects of their own leaders’ communications and behaviors on their perceptions of the change process. Results indicated that the frequency of exhibition of most behaviors by leaders positively affected subordinates’ perceptions of change. For three types of behaviors, soliciting upward feedback, driving change, and providing resources, the importance of these behaviors to the subordinates’ moderated perceptions of the change process. Discussion of these results and their implications conclude the study.

Contesting the dominant narrative: expanding the multistory cultural change approach

2020 ◽  
Vol 33 (2) ◽  
pp. 217-228
Author(s):  
Martijn van Ooijen ◽  
Antonie van Nistelrooij ◽  
Marcel Veenswijk
Keyword(s):  
Organizational Culture ◽  
Cultural Change ◽  
Change Process ◽  
Design Methodology ◽  
Construction Safety ◽  
Change Processes ◽  
Research Approach ◽  
Organizational Field ◽  
Content Type

PurposeThe purpose of this paper is to expand the theory on multistory cultural change by showing how a dominant narrative on construction safety dynamically interrelates and is contested on multiple intertextual levels in an organizational field of organizations contributing to the recovery of houses in an earthquake region.Design/methodology/approachAn ethnoventionist research approach was adopted in which interpretation of data to find narratives and designing interventions went hand-in-hand.FindingsWe found four distinctive composite narratives besides the dominant narrative to which five actors refer in their accounts, thereby contributing to three types of story patterns. These narratives disclose the taken-for-granted ideas and beliefs that characterize the challenge of changing organizational culture. One intervention, which intended multiple stories to touch the surface, was highlighted as a multistory intervention.Research limitations/implicationsFurther research could extend the knowledge on other change interventions that contribute to multistory cultural change processes.Originality/valueAdopting an ethnoventionist approach to provide deep insights on an unfolding cultural change process for both scholars and practitioners.

Network change processes for environmental practices

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Lyndie Bayne ◽  
Sharon Purchase ◽  
Geoffrey N. Soutar
Keyword(s):  
Life Cycle ◽  
Change Process ◽  
Business Case ◽  
Process Theory ◽  
Change Processes ◽  
Business Networks ◽  
Environmental Practices ◽  
Content Type ◽  
Network Change ◽  
Network Process

Purpose The purpose of this study is to develop an understanding of how change in environmental practices occurs in business networks. The study examines what types of network change processes occur in bringing about environmental change. Further, the basic change process theory types (life-cycle, teleology, dialectics and evolution) involved in the change processes are analyzed. Design/methodology/approach A multiple, embedded, network case study was undertaken in the Australian agrifood sector, focusing on the pork and dairy industries. Findings Change was found to occur through the interaction of multiple network processes operating simultaneously and sequentially over time. Thirteen network process categories were identified, grouped further into legislative, business case and altruistic overarching motivations. Legislative change processes emphasize the need for continued government intervention through enforced legislation. Teleology and dialectics were common at the beginning of many change processes, followed by life-cycle theory types. Originality/value The study brings together change process conceptualizations from prior unconnected literatures into a comprehensive change process categorization framework. Examining changes in the activity dimension adds to network dynamics literature previously focusing on changes in the actor and resource dimensions. Contributions are made to processual research methods by theoretically and empirically clarifying connections between events, activities and processes. Analyzing the underlying change process theory types at the network level adds to both management and business network literature. Finally, the study answers calls to study sustainability issues at a network level.

Defining and Measuring Empowering Leader Behaviors: Development of an Upward Feedback Instrument

2000 ◽  
Vol 60 (2) ◽  
pp. 301-313 ◽  
Author(s):  
Lee J. Konczak ◽  
Damian J. Stelly ◽  
Michael L. Trusty
Keyword(s):  
Leader Behaviors ◽  
Upward Feedback

Enacting Positive Social Change: A Civic Wealth Creation Stakeholder Engagement Framework

2021 ◽  
pp. 104225872110497
Author(s):  
Ryan C. Bailey ◽  
G. T. Lumpkin
Keyword(s):  
Social Change ◽  
Stakeholder Engagement ◽  
Change Process ◽  
Resistance To Change ◽  
Change Processes ◽  
Social Injustice ◽  
Wealth Creation ◽  
Societal Issues ◽  
Innovative Solution ◽  
Positive Social Change

Entrepreneurship is an innovative solution for many businesses, communities, governments, nonprofits, and social innovators to address societal issues, such as poverty and social injustice. Civic wealth creation (CWC) is one type of entrepreneurial change process that engages diverse stakeholders to enact positive social change (PSC). However, resistance to change and low stakeholder engagement often impede efforts to achieve desired outcomes. Because stakeholder theory holds that stakeholders with joint interests create new value when they interact, we propose a stakeholder engagement framework that uses the awareness, desire, knowledge, ability, and reinforcement (ADKAR) change methodology to enhance CWC stakeholders’ propensity to participate in the entrepreneurial change processes that create PSC.

Radical Change

2022 ◽  
pp. 173-180
Keyword(s):  
Fixed Point ◽  
Best Practices ◽  
Change Process ◽  
Radical Change ◽  
Behavioral Indicators ◽  
Change Dynamics ◽  
Time Performance ◽  
Emotional Level

As we examine teleworking rules and best practices, we see people deal every day with the requirement to account for their time, performance, and efficiency. This can be emotionally charged due to a lack of clarity in the ways telework is managed, and that is why the authors examine radical change. Radical change involves behavioral indicators that can prove invaluable to starting or improving teleworking. The effect of emotion on radical change dynamics can be best understood by looking at the change process as separate components. There are three critical steps required to achieve radical change: receptivity, mobilization, and learning. At any fixed point in time, a person can accept the need for the proposed change if there is an interpretive, attitudinal state on the cognitive and emotional level. These steps are used to adjust to the cognitive and emotional levels of people involved in change operations.

Implementing NAGPRA: the effective management of legislated change in museums

2002 ◽  
Vol 40 (1) ◽  
pp. 35-49 ◽  
Author(s):  
Morris Abraham ◽  
Tim Sullivan ◽  
Des Griffin
Keyword(s):  
Native American ◽  
Change Process ◽  
Strong Support ◽  
Change Processes ◽  
Effective Management ◽  
Allocation Of Resources ◽  
Effective Change ◽  
The Usa ◽  
Generic Change ◽  
Successful Change

A survey of 19 museums across the USA sought to identify the change processes associated with the effective management of a specific case of legislated change imposed by The Native American Graves Protection and Repatriation Act 1990 (NAGPRA). Interviews were also conducted with a sample of these museums to understand further the change process adopted. It was hypothesised that those organisations which were perceived by respondents to have achieved successful change outcomes, would have managed the change transition in accordance with generic change principles in the change literature, regardless of the legislated nature of the change. The findings provided strong support for these general principles of effective change management in situations where the organisation has little choice about the change initiative. However the legislated nature of the change and the initial lack of understanding of its scope and implications produced some deviations from these general principles, particularly with respect to the dimensions of visioning, participation and allocation of resources to the change program.

The Social Construction of Events: A Study of Institutional Change in the Photographic Field

2005 ◽  
Vol 26 (1) ◽  
pp. 93-112 ◽  
Author(s):  
Kamal A. Munir
Keyword(s):  
Social Construction ◽  
Institutional Change ◽  
Digital Imaging ◽  
Change Process ◽  
Change Processes ◽  
Construction Process ◽  
Single Event ◽  
Significant Events ◽  
New Organizational Forms ◽  
The Social

Institutional theorists have recently been moving towards a notion that non-isomorphic institutional change is precipitated by significant events or ‘jolts’. In this paper, we argue that in doing so theorists have tended to move away from the social constructivist roots of institutional theory towards an understanding which implies the emergence of new organizational forms or practices in response to functional imperatives. In this context, we examine the ongoing institutional change from photography to digital imaging. Our analysis suggests that attributing institutional change to a single event or ‘jolt’ leads to a flawed understanding of institutional change processes. We demonstrate that, rather than causing institutional change, events are a part of the change process, and only become significant as actors bring them to our notice and ‘theorize’ around them (Greenwood et al. 2002). This social construction process determines the scope, significance and relevance of events, leading to the development of new artifacts and the enrolment of new stakeholders in the field. Situating events within the theorization process, rather than outside it, underlines the importance of focusing on social construction processes in accounts of institutional change.

scholarly journals FACTORS AFFECTING EFFECTIVENESS OF CHANGE INITIATIVES: Evidence from Malaysian Firms

2003 ◽  
Vol 5 (1) ◽  
pp. 33
Author(s):  
Mohd Nazzari Ismail ◽  
Shreen Ahmad
Keyword(s):  
Change Process ◽  
Primary Data ◽  
Change Processes ◽  
Effective Management ◽  
Change Initiatives ◽  
Main Method ◽  
Factors Affecting ◽  
Effective Change ◽  
Successful Change ◽  
Executives And Managers

This paper investigates various system models and change guidelines that deal with the dynamics of successful change. It seeks to find out whether Malaysian organizations which have achieved successful change outcomes would have also managed the change process in accordance to the general guidelines derived from the literature on  effective management of change. Primary data for this study was obtained by conducting a mailed questionnaire survey among executives and managers of seventeen Malaysian organizations. The main method of analysis is by  looking at the correlation between an organization’s scores on the relevant items in the change process scales and the organization’s perceived effectiveness of change, as measured by the organization’s change effectiveness scores.The general finding confirms and reinforces the literature on effective change management.  It was found that organizations that were perceived by staff to have achieved successful change outcomes, were also perceived to have managed the change processes well in accordance to general principles derived from research on organizational change.

scholarly journals Us and Them – First-line Management and Change Resistance

2018 ◽  
Vol 8 (2) ◽  
Author(s):  
Chris Rønningstad
Keyword(s):  
Resistance To Change ◽  
Change Agents ◽  
Public Welfare ◽  
Change Resistance ◽  
Future Research ◽  
Change Processes ◽  
Individual Resistance ◽  
First Line ◽  
Line Managers ◽  
Written Responses

Change agents are vital in enacting organizational change, yet we know little about the specific challenges first-line managers face in this role.This study draws on written responses from man- agers in Norwegian public welfare organizations to describe the trials of being a change agent. The responses reveal that issues arise from resistance among recipients of the change and from the nature of the manager’s role in the organization. Within these categories, four challenges are delineated: (1) fall-out from ‘change fatigue’, (2) individual resistance to change, (3) managers being caught between two worlds, and (4) a lack of managerial discretion.These challenges could potentially limit the change agent’s efficiency. The study suggests areas for future research and ways for public welfare organizations to improve their change processes  

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