Applying Event System Theory to Organizational Change: The Importance of Everyday Positive and Negative Events

IF 9.3 1区 管理学 Q1 BUSINESS Journal of Management Pub Date : 2024-04-08 DOI:10.1177/01492063241237221
Tina Kiefer, Laurie J. Barclay, Neil Conway
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Abstract

Decades of research have examined how employees experience organizational-level change events (e.g., “the merger”). However, employees can also experience “everyday change events” that occur at the individual-level as the change becomes routinized for their jobs. That is, individuals can react to organizational change events that are occurring at different hierarchical levels. Drawing on event system theory, we argue that employees’ commitment to the organizational-level change event can shape how employees anticipate and experience subsequent everyday change events. These negative and positive everyday change events can impact (a) how employees engage with their work, impacting their performance and (b) whether employees perceive that they are fairly treated, impacting their subsequent evaluations of organizational-level change. Our hypotheses were generally supported in a field sample in which employees were surveyed immediately after a merger was announced, participated in a daily diary study as the merger was implemented, and completed a second survey 2 weeks after the diary study. By applying event system theory to organizational change, we provide important theoretical and practical insights, including how an organizational-level event can exert top-down direct effects by impacting how employees anticipate and experience change on an everyday basis as well as how everyday negative and positive change events can subsequently impact employees’ commitment to the organizational-level change, creating bottom-up direct effects. We also illuminate the importance of considering the frequency and strength of both negative and positive events to understand what it is about everyday negative and positive events that has implications for employees and organizations.
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将事件系统理论应用于组织变革:日常积极和消极事件的重要性
数十年来的研究一直在探讨员工如何经历组织层面的变革事件(如 "合并")。然而,员工也可能经历 "日常变革事件",这些事件发生在个人层面,因为变革已成为他们工作的常规。也就是说,个人可以对发生在不同层级的组织变革事件做出反应。借鉴事件系统理论,我们认为,员工对组织层面变革事件的承诺会影响员工对后续日常变革事件的预期和体验。这些消极和积极的日常变革事件会影响:(a)员工如何投入工作,从而影响他们的绩效;(b)员工是否认为自己受到了公平对待,从而影响他们随后对组织级变革的评价。我们的假设在实地抽样调查中得到了普遍支持,调查对象包括宣布合并后立即接受调查的员工、参与合并实施过程中的每日日记研究的员工,以及在日记研究两周后完成第二次调查的员工。通过将事件系统理论应用于组织变革,我们提供了重要的理论和实践见解,包括组织层面的事件如何通过影响员工对日常变革的预期和体验而产生自上而下的直接影响,以及日常的负面和正面变革事件如何影响员工对组织层面变革的承诺,从而产生自下而上的直接影响。我们还阐明了考虑消极和积极事件的频率和强度的重要性,以了解日常消极和积极事件对员工和组织的影响。
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来源期刊
CiteScore
22.40
自引率
5.20%
发文量
0
期刊介绍: The Journal of Management (JOM) aims to publish rigorous empirical and theoretical research articles that significantly contribute to the field of management. It is particularly interested in papers that have a strong impact on the overall management discipline. JOM also encourages the submission of novel ideas and fresh perspectives on existing research. The journal covers a wide range of areas, including business strategy and policy, organizational behavior, human resource management, organizational theory, entrepreneurship, and research methods. It provides a platform for scholars to present their work on these topics and fosters intellectual discussion and exchange in these areas.
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