“Action research is not only a method.” 5 questions answered by Marianne Kristiansen and Jørgen Bloch-Poulsen, authors of “Action Research in Organizations. Participation in Change Processes”

AbstractOrganisational renewal and change often include the experience of a dichotomy between talk and action, leading to increasing skepticism about organisational change initiatives. Our action research is based on a single case study and explores how the divide between talk and action can be overcome to manage change. The study reveals an often-neglected aspect of organisational communication; in addition to utterance and information, successful communication requires understanding to find the missing link between talk and action, as well as creating impact in change processes. The article shows how an intervention can be built on communicative understanding, putting the Luhmannian approach into practice: introducing regular organisation-wide feedback on a change initiative through reflection workshops helped foster understanding of change initiatives and supported bridging the gap between talk and action.

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A conceptual framework for advanced practice: an action research project operationalizing anadvanced practitioner/consultant nurse role

Journal of Clinical Nursing ◽

10.1046/j.1365-2702.1997.00143.x ◽

1997 ◽

Vol 6 (3) ◽

pp. 179-190 ◽

Cited By ~ 20

Author(s):

Kim Manley

Keyword(s):

Action Research ◽

Conceptual Framework ◽

Advanced Practice ◽

Action Research Project ◽

Research Project ◽

Nurse Role

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»Understanding addiction: mediators and moderators of behaviour change processes« – Bericht zur Zweiten Tagung der Suchtforschungsverbünde in Dresden

SUCHT - Zeitschrift für Wissenschaft und Praxis / Journal of Addiction Research and Practice ◽

10.1024/2006.05.19 ◽

2006 ◽

Vol 52 (5) ◽

pp. 348-348

Author(s):

Katrin Gottlebe ◽

Sarah Forberger

Keyword(s):

Behaviour Change ◽

Change Processes

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Psychological Contract Fulfillment and Employee Responses to Pay System Change

Journal of Personnel Psychology ◽

10.1027/1866-5888/a000186 ◽

2017 ◽

Vol 16 (4) ◽

pp. 172-185 ◽

Cited By ~ 3

Author(s):

Christine J. Syrek ◽

Conny H. Antoni

Keyword(s):

Transformational Leadership ◽

Psychological Contract ◽

Pay For Performance ◽

Psychological Contracts ◽

Change Processes ◽

Affective Organizational Commitment ◽

Before And After ◽

Psychological Contract Fulfillment ◽

Pay System ◽

Employee Responses

Abstract. The implementation of a new pay system is a balancing act that produces uncertainty and draws employees’ attention to the fulfillment of exchange agreements. Transformational leadership may be essential during these change processes. Based on psychological contract theory, we expected that transformational leadership impacts job satisfaction and affective organizational commitment through the fulfillment of relational psychological contracts, while the fulfillment of transactional psychological contracts may be crucial for employees’ pay and bonus satisfaction. We assessed 143 employees nested within 34 teams before and after (24 months) a pay for performance (pfp) system was introduced. Our results supported the mediation hypotheses considering job and pay satisfaction, but not considering commitment. Unexpectedly, the effect on bonus satisfaction was mediated via relational psychological contracts.

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