JOURNAL OF CHANGE MANAGEMENT最新文献

{"title":"Navigating Tensions in the Organizational Change Process towards Hybrid Workspace","authors":"Marie M. Hasbi, Alfons van Marrewijk","doi":"10.1080/14697017.2024.2379253","DOIUrl":"https://doi.org/10.1080/14697017.2024.2379253","url":null,"abstract":"This article examines the change process of implementing hybrid workspace within organizations. Hybrid workspace involves employees working from multiple locations and has become an important topic...","PeriodicalId":47003,"journal":{"name":"JOURNAL OF CHANGE MANAGEMENT","volume":"70 1","pages":""},"PeriodicalIF":3.0,"publicationDate":"2024-07-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141782749","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"It’s Not All About the Self: Exploring the Interplay Between Self-leadership and the Social Work Environment","authors":"Eva M. Bracht, Karolina W. Nieberle, Rolf van Dick","doi":"10.1080/14697017.2024.2367454","DOIUrl":"https://doi.org/10.1080/14697017.2024.2367454","url":null,"abstract":"Self-leadership has traditionally been positioned as an individual-level phenomenon, putting strong emphasis on individuals’ responsibility to influence themselves in order to achieve positive outc...","PeriodicalId":47003,"journal":{"name":"JOURNAL OF CHANGE MANAGEMENT","volume":"549 1","pages":""},"PeriodicalIF":3.0,"publicationDate":"2024-06-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141782750","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"‘Changing the Course of a Super Tanker’: A Study of Senior and Junior Managers’ Enactments of a Transition Narrative","authors":"Henrik Koll, Kim Esmark, Astrid Jensen","doi":"10.1080/14697017.2024.2346219","DOIUrl":"https://doi.org/10.1080/14697017.2024.2346219","url":null,"abstract":"This paper investigates how a mnemonic community of a senior and junior generation of frontline managers, respectively with first-hand and second-hand memories of the organizational past, enact a s...","PeriodicalId":47003,"journal":{"name":"JOURNAL OF CHANGE MANAGEMENT","volume":"43 1","pages":""},"PeriodicalIF":3.0,"publicationDate":"2024-04-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140934723","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"What Makes Us See Someone as a Leader? A Field Theory Approach","authors":"Morley Katz, Frank Safayeni, Ahmad Tanehkar","doi":"10.1080/14697017.2024.2345077","DOIUrl":"https://doi.org/10.1080/14697017.2024.2345077","url":null,"abstract":"We propose that what seems to be uniquely common to individuals perceived as leaders is that they all either meaningfully challenge the status quo or meaningfully resist challenge to the status quo...","PeriodicalId":47003,"journal":{"name":"JOURNAL OF CHANGE MANAGEMENT","volume":"15 1","pages":""},"PeriodicalIF":3.0,"publicationDate":"2024-04-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140830657","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The Fair Share – Multilevel Distributive Justice as Cross-Level Moderator for the Impact of Restructuring Perceptions","authors":"Birgit Thomson, Kai N. Klasmeier, Karina Nielsen","doi":"10.1080/14697017.2024.2337443","DOIUrl":"https://doi.org/10.1080/14697017.2024.2337443","url":null,"abstract":"Drawing on the conservation of resources (COR) theory, we analyze multilevel restructuring impact perceptions and their association with emotional exhaustion. We explore whether distributive justic...","PeriodicalId":47003,"journal":{"name":"JOURNAL OF CHANGE MANAGEMENT","volume":"23 1","pages":""},"PeriodicalIF":3.0,"publicationDate":"2024-04-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140582841","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Home of the MAD","authors":"Rune Todnem By, Anna Aleksandra Lupina-Wegener, Olga Gjerald","doi":"10.1080/14697017.2024.2310318","DOIUrl":"https://doi.org/10.1080/14697017.2024.2310318","url":null,"abstract":"Published in Journal of Change Management: Reframing Leadership and Organizational Practice (Ahead of Print, 2024)","PeriodicalId":47003,"journal":{"name":"JOURNAL OF CHANGE MANAGEMENT","volume":"10 1","pages":""},"PeriodicalIF":3.0,"publicationDate":"2024-02-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139757249","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Vocation, Identity Work and Reflexivity: Career Transitions of Former Priests and Seminarians","authors":"Julian Randall, Stephen Procter","doi":"10.1080/14697017.2023.2294804","DOIUrl":"https://doi.org/10.1080/14697017.2023.2294804","url":null,"abstract":"","PeriodicalId":47003,"journal":{"name":"JOURNAL OF CHANGE MANAGEMENT","volume":"7 6","pages":""},"PeriodicalIF":3.0,"publicationDate":"2023-12-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138951037","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Readiness to Change and Change Recipients’ Reactions. An Investigation of the Beneficial Effects of Change Cynicism","authors":"Filippo Ferrari","doi":"10.1080/14697017.2023.2281921","DOIUrl":"https://doi.org/10.1080/14697017.2023.2281921","url":null,"abstract":"","PeriodicalId":47003,"journal":{"name":"JOURNAL OF CHANGE MANAGEMENT","volume":"36 1","pages":""},"PeriodicalIF":3.0,"publicationDate":"2023-11-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139275195","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"How does Leadership Manage Network-Level Tensions in a Turbulent Environment? A Case Study on the Antwerp Fire Service Network Leadership during the COVID-19 Pandemic","authors":"Steven van den Oord, Hugo Marynissen, Matthieu De Block, Bert Brugghemans, Bart Cambré, Patrick Kenis","doi":"10.1080/14697017.2023.2279690","DOIUrl":"https://doi.org/10.1080/14697017.2023.2279690","url":null,"abstract":"ABSTRACTA crucial topic is how network leadership recognizes and responds to network-level tensions. However, when we focus on how leadership manages these tensions, we favor a one-sided view by focusing predominantly on how leadership manages tensions within the network, implicitly adopting a closed system assumption. In this article, we propose that why a specific network-level behavior is enacted can (partially) be explained by how network leadership is embedded within an organizational field and how environmental and population dynamics shape network tensions. The Social Network Analysis showed that the Antwerp Fire Service crisis response network developed from a core–periphery network to a smaller, denser network. Based on the thematic analysis, we provide insights into network leadership practices to recognize and respond to network tensions that arose during the first wave of the COVID-19 pandemic due to internal network characteristics and the organizational field's environmental and population dynamics.MAD statementThis article aims to Make a Difference (MAD) by positioning the notion of network tensions and network leadership at the core of leadership theory and practice. This is done by introducing network tensions before suggesting that network leadership needs to respond to and manage network tensions shaped and constrained by an organizational field's environmental and population dynamics. The contributions show how leadership dealt with network tensions, and as a result, the article may help inform leadership practice and scholarship on how to deal with multiple network memberships, overlapping network involvement, and broader network-environment relationships that characterize collective goods.KEYWORDS: Network leadership, network-level tensions, network management, network governance, fire service, COVID-19 pandemic Disclosure StatementNo potential conflict of interest was reported by the author(s).Notes1 This article is based on chapter four of the first author’s Ph.D. dissertation. Van den Oord, S. (Citation2023). The governance of organizational networks. Doctoral dissertation, University of Antwerp. The dissertation can be retrieved here: https://hdl.handle.net/10067/19306301511621651412 A FAN board is a whiteboard (or a digital equivalent) in which ‘Facts’, ‘Actions’, and ‘Needs’ are collected and updated during a crisis. This is a structured Incident Command System (ICS) to provide decision-makers with an overview of a crisis.3 In this study, we operationalize network tensions as a latent construct that can only be indirectly inferred from the network’s structural and relational patterns of the crisis response network activity. While a crisis is often perceived as an exceptional or an unexpected event, Roux-Dufort (Citation2007) analyzes crises as a process of incubation that starts long before the triggering event. Emphasizing the processual nature of crisis (Turner, Citation1976), the role of crisis management lies in a ","PeriodicalId":47003,"journal":{"name":"JOURNAL OF CHANGE MANAGEMENT","volume":" 6","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-11-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135290530","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"A Multi-Level Leadership Spectrum for Collective Good","authors":"Ben S. Kuipers, Joanne Murphy","doi":"10.1080/14697017.2023.2278772","DOIUrl":"https://doi.org/10.1080/14697017.2023.2278772","url":null,"abstract":"The complexity of today’s local and global challenges requires us to look critically at both the concept and the practice of leadership in society, government, business and national and international networks. This article reviews recent critiques of leadership theory and practice and focuses on the significance of purpose as a central concern. It goes on to frame multi-level leadership for the collective good as a spectrum and identifies four angles or approaches of significance. These are defined as the Intra-Organizational angle, the Macro-Meso angle, the Distributed and Shared angle and the System Wide Change angle. The article briefly reviews articles in the special issue Multi-Level Leadership for Collective Good and their connections to these approaches and concludes with a future research agenda for further expanding our leadership thinking, research and practice.","PeriodicalId":47003,"journal":{"name":"JOURNAL OF CHANGE MANAGEMENT","volume":" 18","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-11-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135291423","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}