Pub Date : 2023-11-05DOI: 10.1080/14697017.2023.2276262
David Donoghue
Click to increase image sizeClick to decrease image size Disclosure StatementNo potential conflict of interest was reported by the author(s).Notes1 https://www.ohchr.org/en/migration/new-york-declaration-refugees-and-migrants
{"title":"World Leadership for the Collective Good. Lessons by a Diplomat","authors":"David Donoghue","doi":"10.1080/14697017.2023.2276262","DOIUrl":"https://doi.org/10.1080/14697017.2023.2276262","url":null,"abstract":"Click to increase image sizeClick to decrease image size Disclosure StatementNo potential conflict of interest was reported by the author(s).Notes1 https://www.ohchr.org/en/migration/new-york-declaration-refugees-and-migrants","PeriodicalId":47003,"journal":{"name":"JOURNAL OF CHANGE MANAGEMENT","volume":"74 10","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-11-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135726106","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}
Pub Date : 2023-10-31DOI: 10.1080/14697017.2023.2275253
Majbritt Thorhauge Grønvad, Johan Simonsen Abildgaard, Birgit Aust
In this paper, line managers’ experiences of, and discursive subject positioning in, a participatory work environment initiative in four nursing homes called ‘The Health Circle Project’ is examined. We focus on line managers’ change related subject positioning by interviewing the managers of the four workplaces before and after the initiative and conduct a comparative case study from a discursive psychology frame. The aim of this paper is to focus on change reactions from managers and move beyond a reductionistic dichotomy of change resistance/readiness. Instead, we focus our analysis on the change related subject positioning the managers engage in, and how they position both themselves and their subordinates. Hence, we examine how the line managers experienced the participatory Health Circle intervention, and how they reacted to potential loss of power to discursively construct and define work environment problems caused by the initiative. The study exemplifies how the line managers experienced the Health Circle intervention as both confirming and challenging their subject positions as capable managerial subjects. Finally, in the light of the analysis, the potential unintended consequences of engaging in participatory work environment intiatives and similar activities are discussed.
{"title":"Moving Beyond Resistance and Readiness: Reframing Change Reactions as Change Related Subject Positioning","authors":"Majbritt Thorhauge Grønvad, Johan Simonsen Abildgaard, Birgit Aust","doi":"10.1080/14697017.2023.2275253","DOIUrl":"https://doi.org/10.1080/14697017.2023.2275253","url":null,"abstract":"In this paper, line managers’ experiences of, and discursive subject positioning in, a participatory work environment initiative in four nursing homes called ‘The Health Circle Project’ is examined. We focus on line managers’ change related subject positioning by interviewing the managers of the four workplaces before and after the initiative and conduct a comparative case study from a discursive psychology frame. The aim of this paper is to focus on change reactions from managers and move beyond a reductionistic dichotomy of change resistance/readiness. Instead, we focus our analysis on the change related subject positioning the managers engage in, and how they position both themselves and their subordinates. Hence, we examine how the line managers experienced the participatory Health Circle intervention, and how they reacted to potential loss of power to discursively construct and define work environment problems caused by the initiative. The study exemplifies how the line managers experienced the Health Circle intervention as both confirming and challenging their subject positions as capable managerial subjects. Finally, in the light of the analysis, the potential unintended consequences of engaging in participatory work environment intiatives and similar activities are discussed.","PeriodicalId":47003,"journal":{"name":"JOURNAL OF CHANGE MANAGEMENT","volume":"173 ","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135928009","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}
Pub Date : 2023-10-24DOI: 10.1080/14697017.2023.2271025
James M. Vardaman, Shao Liam Chew, Feigu Zhou, Darel C. Hargrove, Paul A. Raddatz, Anamika Datta, William E. Tabor
ABSTRACTAlthough change is necessary for organizations to survive and thrive, research suggests many organizational change initiatives fail in their implementation. Fostering individual acceptance of change initiatives is thus vital to successful change implementation. This paper tests a model of individual change acceptance that posits the role of individual perceptions of their history with past organizational change as its primary antecedent. The results suggest that positive history with organizational change is associated with change acceptance via the mediating mechanism of job embeddedness. Study findings broadly suggest that individual attachment is vital to the acceptance of change. These findings contribute to job embeddedness theory and organizational change theorizing by bringing a sociological attachment perspective to the study of change recipient reactions. Theoretical and practical implications are also discussed.MAD statementThis paper makes a difference by highlighting the ways in which history with change influences employee acceptance of change initiatives. Practitioners can foster positive employee responses by considering the histories of their personnel. A positive history with change embeds people in their organizations and cultivates receptivity toward change initiatives.KEYWORDS: Change acceptancechange historyjob embeddednessorganizational change Disclosure StatementNo potential conflict of interest was reported by the author(s).
{"title":"Yes, We Can! A Job Embeddedness Perspective on Employee Change Acceptance","authors":"James M. Vardaman, Shao Liam Chew, Feigu Zhou, Darel C. Hargrove, Paul A. Raddatz, Anamika Datta, William E. Tabor","doi":"10.1080/14697017.2023.2271025","DOIUrl":"https://doi.org/10.1080/14697017.2023.2271025","url":null,"abstract":"ABSTRACTAlthough change is necessary for organizations to survive and thrive, research suggests many organizational change initiatives fail in their implementation. Fostering individual acceptance of change initiatives is thus vital to successful change implementation. This paper tests a model of individual change acceptance that posits the role of individual perceptions of their history with past organizational change as its primary antecedent. The results suggest that positive history with organizational change is associated with change acceptance via the mediating mechanism of job embeddedness. Study findings broadly suggest that individual attachment is vital to the acceptance of change. These findings contribute to job embeddedness theory and organizational change theorizing by bringing a sociological attachment perspective to the study of change recipient reactions. Theoretical and practical implications are also discussed.MAD statementThis paper makes a difference by highlighting the ways in which history with change influences employee acceptance of change initiatives. Practitioners can foster positive employee responses by considering the histories of their personnel. A positive history with change embeds people in their organizations and cultivates receptivity toward change initiatives.KEYWORDS: Change acceptancechange historyjob embeddednessorganizational change Disclosure StatementNo potential conflict of interest was reported by the author(s).","PeriodicalId":47003,"journal":{"name":"JOURNAL OF CHANGE MANAGEMENT","volume":"53 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135266374","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}
Pub Date : 2023-10-17DOI: 10.1080/14697017.2023.2268247
Jan Erik Karlsen
Apparently, something which we sense as ‘time’ exists, but we do not know or agree on exactly what it is. Using Mead’s theories of ‘the present’ and of ‘the act’, this Reflection exhibits upon different perceptions of time and temporals to understand transition and change in organizations. Time and change are social constructions and thus open to reconstruction. In organizations, time is reconstructed and given various proxies, but is often concealed in studies of change and leadership processes. Besides change, human intelligence is needed to perceive time. Arguably, temporal leadership and change management imply time and require a reciprocal concept of stability as the cornerstones of a theory of organizational processes. Seemingly, organizational change studies have downplayed the social construction of time and temporals as basic assumptions Thus, further theoretical work is needed on time as a catalyst for organizational change.
{"title":"Reflections: Time and Temporality in Organizational Change – Why Bother Yet?","authors":"Jan Erik Karlsen","doi":"10.1080/14697017.2023.2268247","DOIUrl":"https://doi.org/10.1080/14697017.2023.2268247","url":null,"abstract":"Apparently, something which we sense as ‘time’ exists, but we do not know or agree on exactly what it is. Using Mead’s theories of ‘the present’ and of ‘the act’, this Reflection exhibits upon different perceptions of time and temporals to understand transition and change in organizations. Time and change are social constructions and thus open to reconstruction. In organizations, time is reconstructed and given various proxies, but is often concealed in studies of change and leadership processes. Besides change, human intelligence is needed to perceive time. Arguably, temporal leadership and change management imply time and require a reciprocal concept of stability as the cornerstones of a theory of organizational processes. Seemingly, organizational change studies have downplayed the social construction of time and temporals as basic assumptions Thus, further theoretical work is needed on time as a catalyst for organizational change.","PeriodicalId":47003,"journal":{"name":"JOURNAL OF CHANGE MANAGEMENT","volume":"72 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135992816","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}
Pub Date : 2023-09-24DOI: 10.1080/14697017.2023.2261126
Jacqui Moore, Ian C. Elliott, Hannah Hesselgreaves
The COVID-19 pandemic has become a catalyst for change, but such change can only happen through collaborative leadership which maintains a focus on relationships and purpose rather than solely on outputs or outcomes. This conceptual article explores how health and social care integration has been offered as one potential solution to the challenge of health and social care transformation. Specifically, Integrated Care Systems in England are intended to provide regional governance, to provide public services in a coherent and robust way. We explore this development in relation to three key aspects: the macro-level global policy context; the meso-level organizational behaviour and culture; and the micro-level practice of individual leaders and managers. It is found that, whilst the organizational structure of Integrated Care Systems offers great promise, collaborative leadership is critical to realize truly resilient and sustainable collaborative relationships.
{"title":"Collaborative Leadership in Integrated Care Systems; Creating Leadership for the Common Good","authors":"Jacqui Moore, Ian C. Elliott, Hannah Hesselgreaves","doi":"10.1080/14697017.2023.2261126","DOIUrl":"https://doi.org/10.1080/14697017.2023.2261126","url":null,"abstract":"The COVID-19 pandemic has become a catalyst for change, but such change can only happen through collaborative leadership which maintains a focus on relationships and purpose rather than solely on outputs or outcomes. This conceptual article explores how health and social care integration has been offered as one potential solution to the challenge of health and social care transformation. Specifically, Integrated Care Systems in England are intended to provide regional governance, to provide public services in a coherent and robust way. We explore this development in relation to three key aspects: the macro-level global policy context; the meso-level organizational behaviour and culture; and the micro-level practice of individual leaders and managers. It is found that, whilst the organizational structure of Integrated Care Systems offers great promise, collaborative leadership is critical to realize truly resilient and sustainable collaborative relationships.","PeriodicalId":47003,"journal":{"name":"JOURNAL OF CHANGE MANAGEMENT","volume":"29 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-09-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135925027","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}
Pub Date : 2023-09-12DOI: 10.1080/14697017.2023.2256743
Zineb Cherkaoui, Caroline Merdinger-Rumpler, Patrick Pessaux, Célia Lemaire
{"title":"Changing Practices for an Innovative Care Pathway, the Mediating Role of the Coordinator","authors":"Zineb Cherkaoui, Caroline Merdinger-Rumpler, Patrick Pessaux, Célia Lemaire","doi":"10.1080/14697017.2023.2256743","DOIUrl":"https://doi.org/10.1080/14697017.2023.2256743","url":null,"abstract":"","PeriodicalId":47003,"journal":{"name":"JOURNAL OF CHANGE MANAGEMENT","volume":"35 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-09-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135878504","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}
Pub Date : 2023-07-13DOI: 10.1080/14697017.2023.2234388
R. Bolden, Selen Kars-Unluoglu, C. Jarvis, R. Sheffield
ABSTRACT In this paper, we draw on systems leadership, complexity and paradox theory to elucidate the tensions that organizational actors experience when practising multi-level leadership. We explore these issues through a study of the perceptions and experiences of stakeholders within an Integrated Care System (ICS) in England. Employing a collaborative inquiry approach, data were collected via 19 narrative interviews with participants in key leadership roles across ICS partners and nine co-creation workshops with a total of 86 participants from different parts of the ICS. Findings highlight that in developing multi-level leadership practice, leaders experience contradictory expectations and outcomes, including paradoxes of identity, place, purpose and change. We conclude by suggesting that leadership in multi-level contexts requires oscillating between competing polarities in a dynamic equilibrium with attention to localized interactions. MAD statement Integrated Care Systems were enacted across England in July 2022 to enhance the capacity for statutory, voluntary and community organizations to work in partnership to improve health outcomes across diverse populations. Multi-level systems leadership, however, poses significant challenges around navigating the inevitable tensions that arise when working with complexity. Through qualitative research in a vanguard ICS, this paper highlights a range of paradoxes faced by leaders and organizations and proposes implications for policy and practice in enabling dynamic equilibrium and working in contexts of uncertainty and change.
{"title":"Paradoxes of Multi-Level Leadership: Insights from an Integrated Care System","authors":"R. Bolden, Selen Kars-Unluoglu, C. Jarvis, R. Sheffield","doi":"10.1080/14697017.2023.2234388","DOIUrl":"https://doi.org/10.1080/14697017.2023.2234388","url":null,"abstract":"ABSTRACT In this paper, we draw on systems leadership, complexity and paradox theory to elucidate the tensions that organizational actors experience when practising multi-level leadership. We explore these issues through a study of the perceptions and experiences of stakeholders within an Integrated Care System (ICS) in England. Employing a collaborative inquiry approach, data were collected via 19 narrative interviews with participants in key leadership roles across ICS partners and nine co-creation workshops with a total of 86 participants from different parts of the ICS. Findings highlight that in developing multi-level leadership practice, leaders experience contradictory expectations and outcomes, including paradoxes of identity, place, purpose and change. We conclude by suggesting that leadership in multi-level contexts requires oscillating between competing polarities in a dynamic equilibrium with attention to localized interactions. MAD statement Integrated Care Systems were enacted across England in July 2022 to enhance the capacity for statutory, voluntary and community organizations to work in partnership to improve health outcomes across diverse populations. Multi-level systems leadership, however, poses significant challenges around navigating the inevitable tensions that arise when working with complexity. Through qualitative research in a vanguard ICS, this paper highlights a range of paradoxes faced by leaders and organizations and proposes implications for policy and practice in enabling dynamic equilibrium and working in contexts of uncertainty and change.","PeriodicalId":47003,"journal":{"name":"JOURNAL OF CHANGE MANAGEMENT","volume":"1 1","pages":""},"PeriodicalIF":3.0,"publicationDate":"2023-07-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41749229","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}
Pub Date : 2023-07-03DOI: 10.1080/14697017.2023.2238744
N. de Metz, M. Jansen van Rensburg, A. Davis
ABSTRACT Strategic change processes are characterized by high levels of ambiguity and uncertainty. Responding to these changes requires a dynamic approach with a wider set of skills and coping mechanisms. In this article, we argue for a broad focus on change that considers the tacit elements of strategising. We adopted a dwelling worldview as well as a strong process ontology combined with a practice perspective to capture the complexity and richness of a strategic change process with a focus on identity and legitimacy dynamics. This article reports on an emerging process model of how individuals in non-managerial positions respond to and make sense of planned strategic change. The study followed a longitudinal, processual approach using a South African business school as the research setting. The findings of the study contribute towards a deepened understanding of the dynamics that occur within strategic change processes, showing that strategising is a dynamic process involving instinct, adjustment and phronetic action. Understanding how individuals respond, adapt and cope during strategic change processes provides potentially helpful insight into how strategic change is enabled or constrained, which could have future implications on how change processes are designed or implemented. MAD statement The intention of this article is to Make a Difference (MAD) by presenting a dynamic and temporal account of strategic emergence and change within an evolving organizational context, from the perspective of individuals in non-managerial positions. We adopted an oblique approach to uncover the dynamic and subtle nature of identity and legitimacy ‘as-process’, viewing these constructs as unstable and always in ‘becoming’ exposing the tacit elements of strategy during a strategic change process. The emerging process model reconceptualises how agency, process and practice interrelate within a dwelling world-view perspective.
{"title":"Acting Strategically During Change: A Process and Dwelling World-view Approach","authors":"N. de Metz, M. Jansen van Rensburg, A. Davis","doi":"10.1080/14697017.2023.2238744","DOIUrl":"https://doi.org/10.1080/14697017.2023.2238744","url":null,"abstract":"ABSTRACT Strategic change processes are characterized by high levels of ambiguity and uncertainty. Responding to these changes requires a dynamic approach with a wider set of skills and coping mechanisms. In this article, we argue for a broad focus on change that considers the tacit elements of strategising. We adopted a dwelling worldview as well as a strong process ontology combined with a practice perspective to capture the complexity and richness of a strategic change process with a focus on identity and legitimacy dynamics. This article reports on an emerging process model of how individuals in non-managerial positions respond to and make sense of planned strategic change. The study followed a longitudinal, processual approach using a South African business school as the research setting. The findings of the study contribute towards a deepened understanding of the dynamics that occur within strategic change processes, showing that strategising is a dynamic process involving instinct, adjustment and phronetic action. Understanding how individuals respond, adapt and cope during strategic change processes provides potentially helpful insight into how strategic change is enabled or constrained, which could have future implications on how change processes are designed or implemented. MAD statement The intention of this article is to Make a Difference (MAD) by presenting a dynamic and temporal account of strategic emergence and change within an evolving organizational context, from the perspective of individuals in non-managerial positions. We adopted an oblique approach to uncover the dynamic and subtle nature of identity and legitimacy ‘as-process’, viewing these constructs as unstable and always in ‘becoming’ exposing the tacit elements of strategy during a strategic change process. The emerging process model reconceptualises how agency, process and practice interrelate within a dwelling world-view perspective.","PeriodicalId":47003,"journal":{"name":"JOURNAL OF CHANGE MANAGEMENT","volume":"23 1","pages":"250 - 268"},"PeriodicalIF":3.0,"publicationDate":"2023-07-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45224712","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}
Pub Date : 2023-07-03DOI: 10.1080/14697017.2023.2234391
Dana AlShwayat
ABSTRACT In organizations, paradoxical tensions exist and can have an impact at each managerial level. Building upon a multi-level lens, this research aims to investigate the underlying paradoxical perceptions of innovation and change at different managerial levels in a Jordanian bank case study. Using a qualitative approach, ‘nuanced interpretations’ were explored, yielding fresh insights. The findings suggest the contradictions and complexities of external environmental changes, demonstrating that senior managers are constantly battling to manage change. Middle managers are split into two groups: those who value change and those who prefer traditional methods. While operational managers recognize the importance of change, it is not as critical as following rules and procedures. This study contributes to the concept of paradox theory by revealing contradictions throughout an organization’s hierarchy and adding to the body of knowledge on formalized organizations by identifying how contradictions emerge in practice. Further, it contributes to managerial practice by revealing how organizational contradictions and tensions stymie change and paves the way for future research. MAD statement This study aims to Make a Difference (MAD) by exploring the underlying paradoxical perceptions of change at various managerial levels, with an emphasis on perceived contradictions as part of organizational change. Building on evidence from a case study of a highly formalized organization. This study focuses on research investigating paradoxes and contradictions in change processes, which laid the groundwork for analyzing previously obscured organizational paradoxes and contradictions. To that purpose, this study shifts the basis of paradox and contradiction to the perspectives of participants, adding to managerial practice by illuminating how organizational contradictions can inhibit change.
{"title":"Innovation and Change from A Multi-level Paradoxical Perspective in a Highly Formalized Organization","authors":"Dana AlShwayat","doi":"10.1080/14697017.2023.2234391","DOIUrl":"https://doi.org/10.1080/14697017.2023.2234391","url":null,"abstract":"ABSTRACT In organizations, paradoxical tensions exist and can have an impact at each managerial level. Building upon a multi-level lens, this research aims to investigate the underlying paradoxical perceptions of innovation and change at different managerial levels in a Jordanian bank case study. Using a qualitative approach, ‘nuanced interpretations’ were explored, yielding fresh insights. The findings suggest the contradictions and complexities of external environmental changes, demonstrating that senior managers are constantly battling to manage change. Middle managers are split into two groups: those who value change and those who prefer traditional methods. While operational managers recognize the importance of change, it is not as critical as following rules and procedures. This study contributes to the concept of paradox theory by revealing contradictions throughout an organization’s hierarchy and adding to the body of knowledge on formalized organizations by identifying how contradictions emerge in practice. Further, it contributes to managerial practice by revealing how organizational contradictions and tensions stymie change and paves the way for future research. MAD statement This study aims to Make a Difference (MAD) by exploring the underlying paradoxical perceptions of change at various managerial levels, with an emphasis on perceived contradictions as part of organizational change. Building on evidence from a case study of a highly formalized organization. This study focuses on research investigating paradoxes and contradictions in change processes, which laid the groundwork for analyzing previously obscured organizational paradoxes and contradictions. To that purpose, this study shifts the basis of paradox and contradiction to the perspectives of participants, adding to managerial practice by illuminating how organizational contradictions can inhibit change.","PeriodicalId":47003,"journal":{"name":"JOURNAL OF CHANGE MANAGEMENT","volume":"23 1","pages":"294 - 322"},"PeriodicalIF":3.0,"publicationDate":"2023-07-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46518323","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}
Pub Date : 2023-05-30DOI: 10.1080/14697017.2023.2216241
Karin Ahlström, L. Crevani
ABSTRACT The aim of this article is to contribute to research on responsible management by developing knowledge on how managing responsibly together in a Top Management Team (TMT) may be accomplished, thus complementing research in the area that focuses on the work of individual managers. To this end, we mobilize the concept of obligation to characterize what emerges as what a TMT needs to respond to. Having followed the TMT for a municipal company working together in meetings over time, we propose that three accomplishments (making the obligation present, making the obligation enable action and accounting for the obligation) shape how an obligation is made to matter. This is no linear process, but rather it unfolds in a series of materializations of the obligation in text and talk, as the TMT goes about its work. The article thus provides a contribution to research on responsible management but also has practical consequences for developing how a TMT works in order to address the urgent demands for change related to sustainable development. MAD statement In this article, we develop knowledge on how managing responsibly together may be accomplished in a Top Management Team (TMT). Besides adding to the responsible management literature, we also provide theoretical tools that may be mobilized in order to develop the work practices of TMTs that want to contribute to sustainable development.
{"title":"Managing Responsibly Together: How an Obligation is Made to Matter in Top Management Team Work","authors":"Karin Ahlström, L. Crevani","doi":"10.1080/14697017.2023.2216241","DOIUrl":"https://doi.org/10.1080/14697017.2023.2216241","url":null,"abstract":"ABSTRACT\u0000 The aim of this article is to contribute to research on responsible management by developing knowledge on how managing responsibly together in a Top Management Team (TMT) may be accomplished, thus complementing research in the area that focuses on the work of individual managers. To this end, we mobilize the concept of obligation to characterize what emerges as what a TMT needs to respond to. Having followed the TMT for a municipal company working together in meetings over time, we propose that three accomplishments (making the obligation present, making the obligation enable action and accounting for the obligation) shape how an obligation is made to matter. This is no linear process, but rather it unfolds in a series of materializations of the obligation in text and talk, as the TMT goes about its work. The article thus provides a contribution to research on responsible management but also has practical consequences for developing how a TMT works in order to address the urgent demands for change related to sustainable development. MAD statement In this article, we develop knowledge on how managing responsibly together may be accomplished in a Top Management Team (TMT). Besides adding to the responsible management literature, we also provide theoretical tools that may be mobilized in order to develop the work practices of TMTs that want to contribute to sustainable development.","PeriodicalId":47003,"journal":{"name":"JOURNAL OF CHANGE MANAGEMENT","volume":"23 1","pages":"269 - 293"},"PeriodicalIF":3.0,"publicationDate":"2023-05-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41837998","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}
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