Critical Realism and Affordances: Theorizing IT-Associated Organizational Change Processes

MIS Quarterly ◽  
2013 ◽  
Vol 37 (3) ◽  
pp. 819-834 ◽  
Author(s):  
Olga Volkoff ◽  
◽  
Diane M. Strong ◽  
Keyword(s):  
Organizational Change ◽  
Critical Realism ◽  
Change Processes

Organizational Change Questionnaire–Climate of Change, Processes, and Readiness: Development of a New Instrument

2009 ◽  
Vol 143 (6) ◽  
pp. 559-599 ◽  
Author(s):  
Dave Bouckenooghe ◽  
Geert Devos ◽  
Herman Van den Broeck
Keyword(s):  
Organizational Change ◽  
Change Processes ◽  
New Instrument

A construal level analysis of organizational change processes

2021 ◽  
pp. 100148
Author(s):  
Yair Berson ◽  
Shaul Oreg ◽  
Batia Wiesenfeld
Keyword(s):  
Organizational Change ◽  
Construal Level ◽  
Change Processes ◽  
Level Analysis

The Development of Implicit Followership Theories in Organizational Change Processes

2020 ◽  
Vol 2020 (1) ◽  
pp. 16998
Author(s):  
Annemiek Van Der Schaft ◽  
Omar Solinger ◽  
Riku Ruotsalainen ◽  
W Van Olffen ◽  
Xander Lub ◽  
...  
Keyword(s):  
Organizational Change ◽  
Change Processes ◽  
Implicit Followership Theories

Relative Bargaining Power, Corporate Restructuring, and Managerial Incentives

2009 ◽  
Vol 54 (3) ◽  
pp. 453-485 ◽  
Author(s):  
John C. Dencker
Keyword(s):  
Organizational Change ◽  
Bargaining Power ◽  
Fortune 500 ◽  
Corporate Restructuring ◽  
Change Processes ◽  
Manufacturing Firm ◽  
Negative Effect ◽  
Base Salary ◽  
Relative Bargaining Power ◽  
Over Time

Using longitudinal personnel data from a U.S. Fortune 500 manufacturing firm for the period of 1967 to 1993, I assess the effects of corporate restructuring and power differences between a firm and its managers on the nature and use of different incentives. I extend relative bargaining power theory to predict that a firm's ability to provide incentives in the ways it prefers—bonuses instead of increases to base salary or promotions—varies due to differences over time in monitoring and sanctions stemming from organizational change processes. Findings are consistent with the theory and show a negative effect of bonuses on salary increases and of bonuses on promotions, with tradeoffs greatest when the firm's oversight of rewards was highest and termination threats were most explicit. Further support for the theory is the finding that the strength of the negative effect of bonuses on promotions varied across managerial groups due to differences in managers' bargaining power: “fast-trackers” were much less likely to experience a tradeoff than were low performing managers, and women were less likely to experience a tradeoff than were men.

scholarly journals How Should Technology-Mediated Organizational Change Be Explained? A Comparison of the Contributions of Critical Realism and Activity Theory

MIS Quarterly ◽  
2013 ◽  
Vol 37 (3) ◽  
pp. 835-854 ◽  
Author(s):  
David K. Allen ◽  
◽  
Andrew Brown ◽  
Stan Karanasios ◽  
Alistair Norman ◽  
...  
Keyword(s):  
Organizational Change ◽  
Activity Theory ◽  
Critical Realism
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