scholarly journals Leadership and Followership in an Organizational Change Context

2022 ◽  
Keyword(s):  
Organizational Change ◽  
Change Context

scholarly journals Marketers’ expanded role to increase internal customer satisfaction in organizational change

2017 ◽  
Vol 11 (1) ◽  
pp. 454-463
Author(s):  
Adina Rotileanu
Keyword(s):  
Organizational Change ◽  
Customer Satisfaction ◽  
Human Resources ◽  
Service Level ◽  
Marketing Practice ◽  
Internal Customer ◽  
Change Acceptance ◽  
New Strategy ◽  
Change Context ◽  
Marketing Actions

Abstract During times of change, when companies are going through major transformations like mergers, acquisitions, organizational re-structuring or culture change, marketing faces the challenge to implement the new strategy as scheduled, with no delays or changes. Internal customer change acceptance plays a significant role in this endeavor and marketers need to expand their role and complement Human Resources strategy to building trust between decision makers and employees, to learn and understand past issues and to find solutions. In this circumstance, marketers’ have to identify the variables that generally influence internal customer satisfaction and develop them in marketing tools aimed to increase it to the level that strategy is accepted and implemented faster than using only Human Resources mechanisms. This paper is a result of marketing practice in medium and large companies that went through organizational change. The goal of this case study is to create, based on time, discipline and cross-functional skills variables, a model of efficient processes and evaluation of marketing actions that will increase employees’ trust in change management decisions and will lead to their support and engagement. The three independent variables allowed researcher to study the complex relationship between internal client satisfaction phenomena, organizational change context and thirty-six cross-functional employees including management, ultimately to answer how these variables can be used by marketers to get the internal customer change buy-in. The research showed that the new developed marketing tools, that is to say a process flow associated with sustainable procedures and Service Level Agreements, increased internal customer satisfaction and contributed to smooth and consistent marketing strategy implementation, as scheduled. This result means the theory that marketers role in times of organizational change, besides regular Key Performance Indicators regarding the external client, expanded to complement Human Resources towards increasing internal customer satisfaction, determines a faster change acceptance, was validated.

scholarly journals Repairing trust within teams after organizational change

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Tiina Kähkönen
Keyword(s):  
Organizational Change ◽  
Current Theory ◽  
Research Approach ◽  
Ethical Behaviour ◽  
Content Type ◽  
Team Members ◽  
Trust Repair ◽  
Repair Mechanisms ◽  
Change Context ◽  
Active Trust

PurposeThis study examines trust-repair practices at the team level after organizational change.Design/methodology/approachA qualitative research approach was adopted, and data were collected from key informants through focus group discussions and interviews. The data analysis involved thematic coding and followed the structured procedure.FindingsThis study found that after organization change, trust can be repaired at the team level by improving team leaders' information sharing and knowledge in change management, and by enforcing communication, collaboration and ethical behaviour among team members.Research limitations/implicationsThis paper makes three key contributions by (1) identifying trust violations in teams, (2) proposing trust-repair mechanisms and (3) extending the understanding of trust-repair and preservation at the team level following organizational change.Practical implicationsThis paper provides practical information from a real-work context and can improve managers' understanding of active trust-repair.Originality/valueThis paper outlines active trust-repair mechanisms in an organizational change context and expands the current theory by presenting novel insights into organizational trust-repair at the team level. This study contributes to trust literature by proposing promising avenues for future trust-repair research.

scholarly journals Oblivion and the role of middle managers in an organizational change

2015 ◽  
Vol 19 (1) ◽  
pp. 31-42
Author(s):  
Jocelyn Husser
Keyword(s):  
Organizational Change ◽  
Middle Managers ◽  
Middle Management ◽  
Field Research ◽  
Empty Space ◽  
Longitudinal Field ◽  
The Public ◽  
Efficient Management ◽  
Change Context

The hospital reforms of French health care institutions fall within the scope of the efficient management of the public sector. This paper seeks to describe the oblivion mechanism handled by middle management in an organizational change context through the theory of conventions. The design of the inquiry is based on longitudinal field research conducted over 6 months and is made up of 6 case studies. The results show that oblivion cannot be considered as an empty space to be filled, as suggested by former research. The memory lapse mechanism includes the following steps: reduction, assimilation and gradual integration.

scholarly journals The Changing Context and the Organizational Justice Impact on the Employee Well-Being

2016 ◽  
Vol 26 (65) ◽  
pp. 317-324 ◽  
Author(s):  
Vanessa de Fátima Nery ◽  
Elaine Rabelo Neiva ◽  
Helenides Mendonça
Keyword(s):  
Organizational Change ◽  
Organizational Justice ◽  
Well Being ◽  
Public Employees ◽  
Mediation Model ◽  
Cross Sectional ◽  
Affective Outcomes ◽  
Justice Perception ◽  
Justice Perceptions ◽  
Change Context

Abstract The context of organizational change may affect the well-being, namely when this change generate unfairness perceptions on employees. The aim of this study was to investigate the influence of the organizational change context on the perception of organizational justice and well-being. We proposed a mediation model of perceived organizational justice between the context of organizational change and well-being. A cross-sectional quantitative study was conducted with 731 public employees in the energy sector. Participants answered three instruments which evaluate organizational change context, justice perception and well-being. Factorial analyses and regression analysis were performed in order to test the psychometric qualities of the scale and the mediation model, respectively. The results indicate that the relationship between context and welfare perception is mediated by justice perceptions. This study contributes to research on reactions to organizational change and its impacts on individuals, highlighting the influence of perceived justice on the affective outcomes of organizational change.

Employee trust repair after organizational change

2020 ◽  
Vol 33 (6) ◽  
pp. 1143-1161
Author(s):  
Tiina Kähkönen
Keyword(s):  
Organizational Change ◽  
Process Model ◽  
Organizational Trust ◽  
Research Approach ◽  
Content Type ◽  
Trust Repair ◽  
Employee Trust ◽  
Management Actions ◽  
Change Context ◽  
Active Trust

PurposeThis study examines the trust-repair practices after organizational change.Design/methodology/approachPrevious research on this topic is limited, so an abductive qualitative research approach was adopted. The data were collected from key informants through focus group discussions and interviews.FindingsBeyond previous research findings, this study identified that employee trust can be repaired after benevolence-based trust violations by enforcing ethical behavior and fostering managers' emotional intelligence and after competence-based violations by fostering the sense-making process and by involving third parties in trust recovery. In addition, transparent information sharing and strong management actions predict positive trust outcomes in a change context.Research limitations/implicationsThis paper makes three key contributions to the literature on organizational trust by (1) identifying trust violations after organizational change, (2) proposing a process model on trust repair and (3) extending understanding of trust repair practices by revealing new elements.Practical implicationsThis study provides practical information from a real work context and can improve managers' understanding of active trust-repair practices.Originality/valueThis paper outlines active trust-repair practices in an organizational change context and expands the current theory by presenting novel insights into organizational trust repair. In addition, this paper contributes to the trust-repair literature by proposing promising avenues for future trust repair research.

A Yin-Yang Model of Organizational Change: The Case of Chengdu Bus Group

2014 ◽  
Vol 10 (1) ◽  
pp. 29-54 ◽  
Author(s):  
Runtian Jing ◽  
Andrew H. Van de Ven
Keyword(s):  
Organizational Change ◽  
Conceptual Model ◽  
General Knowledge ◽  
Process Theories ◽  
Yin Yang ◽  
Change Context ◽  
Action Strategies ◽  
Key Aspects

The Chinese cultural logics of change offer a rich understanding of organizational change. We address three key aspects of the Chinese yin-yang view of change: context, process, and actions. A case study of Chengdu Bus Group CBG enables us to develop a conceptual model that examines organizational change in a Chinese indigenous context. The model reflects the key functions ofshi(situational momentum, 势), the action strategies ofying-shi(leveraging momentum, 应势)andzao-shi(building momentum, 造势), and the dialectics ofnonaction(无为). Our findings will help researchers and practitioners better understand organizational change from a unique yin-yang perspective, and will also contribute general knowledge to process theories of organizational change.

The Effects of Human Resource Attributions On Employee Outcomes During Organizational Change

2014 ◽  
Vol 42 (9) ◽  
pp. 1431-1443 ◽  
Author(s):  
Dusheng Chen ◽  
Zhongming Wang
Keyword(s):  
Organizational Change ◽  
Task Performance ◽  
Human Resource ◽  
Social Exchange ◽  
Organizational Support ◽  
Turnover Intention ◽  
Employee Outcomes ◽  
Change Context ◽  
And Control ◽  
And Task

We applied the emerging process-based approach of strategic human resource (HR) management research by investigating the relationship between 2 types of HR attributions (i.e., commitment-focused and control-focused HR attributions) and 2 key employee outcomes (i.e., turnover intention and task performance) in an organizational change context. Based on a social exchange framework, perceived organizational support (POS) was introduced as a key mediator. Based on a sample of 350 professional workers, we found that commitment-focused HR attributions were positively related to POS and that control-focused HR attributions were negatively related to POS. In addition, POS mediated the relationships among commitment-focused HR attributions and the 2 employee outcome variables of turnover intention and task performance as well as the relationships among control-focused HR attributions and the 2 employee outcome variables. Theoretical and practical implications are discussed.

Business: Conceptualizations of Organizational Change Viewed Through the Lens of Power: A Tutorial for the Speech-Language Pathologist/Audiologist Administrator

2011 ◽  
Vol 21 (1) ◽  
pp. 9-17
Author(s):  
Patrick R. Walden
Keyword(s):  
Organizational Change ◽  
Health Care Organizations ◽  
Social Power ◽  
Social Systems ◽  
Front Line ◽  
Organization Level ◽  
Speech Language Pathologist ◽  
Constant State ◽  
Theories Of Change ◽  
Or Organization

Both educational and health care organizations are in a constant state of change, whether triggered by national, regional, local, or organization-level policy. The speech-language pathologist/audiologist-administrator who aids in the planning and implementation of these changes, however, may not be familiar with the expansive literature on change in organizations. Further, how organizational change is planned and implemented is likely affected by leaders' and administrators' personal conceptualizations of social power, which may affect how front line clinicians experience organizational change processes. The purpose of this article, therefore, is to introduce the speech-language pathologist/audiologist-administrator to a research-based classification system for theories of change and to review the concept of power in social systems. Two prominent approaches to change in organizations are reviewed and then discussed as they relate to one another as well as to social conceptualizations of power.

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