Pub Date : 2023-05-28DOI: 10.1080/14697017.2023.2216204
Ninna Meier, K. Ingerslev
ABSTRACT Simulation can be a powerful vehicle for prospective sensemaking, especially in organizational change processes where actors’ ability to engage with possible futures is essential. Yet, the way that actors enact different potential futures together via simulation has not been fully explored nor investigated across different contexts. We report on a qualitative study of how healthcare staff in an emergency department (ED) made sense of a planned change process via a simulation tool to explore how moving into a new building might impact their work. We observed simulation sessions and interviewed managers and staff. Using sensemaking theory, we analyse how actors engaged in iterations of different forms of prospective sensemaking together, both in the simulated organizational change and of the organizational change process itself. We found that the way actors used their bodies and the simulation tool to experience potential changes in work environment and work processes elicited emotions such as worry and excitement and deliberations about consequences and potential actions. Our study highlights the interwoven embodied, material and emotional elements of prospective sensemaking: through simulation, we experience and feel the possible futures that can arise from change. MAD statement This article demonstrates how simulation tools can facilitate sensemaking of organizational change in and between individuals. It shows how simulations of work in future physical surroundings can elicit strong emotions such as worry and hope for the imagined futures. The findings shed light on how people, who are trying to explore what organizational change might mean for them and their work, relate to desired and undesired futures through their bodies and physical surroundings. Such prospective sensemaking is a significant driver of organizational change. Therefore, understanding the embodied, material and emotional aspects underpinning such processes is important for both scholarship and practice.
{"title":"Making Sense of Change Through Simulation: Organizational Futures at Play","authors":"Ninna Meier, K. Ingerslev","doi":"10.1080/14697017.2023.2216204","DOIUrl":"https://doi.org/10.1080/14697017.2023.2216204","url":null,"abstract":"ABSTRACT Simulation can be a powerful vehicle for prospective sensemaking, especially in organizational change processes where actors’ ability to engage with possible futures is essential. Yet, the way that actors enact different potential futures together via simulation has not been fully explored nor investigated across different contexts. We report on a qualitative study of how healthcare staff in an emergency department (ED) made sense of a planned change process via a simulation tool to explore how moving into a new building might impact their work. We observed simulation sessions and interviewed managers and staff. Using sensemaking theory, we analyse how actors engaged in iterations of different forms of prospective sensemaking together, both in the simulated organizational change and of the organizational change process itself. We found that the way actors used their bodies and the simulation tool to experience potential changes in work environment and work processes elicited emotions such as worry and excitement and deliberations about consequences and potential actions. Our study highlights the interwoven embodied, material and emotional elements of prospective sensemaking: through simulation, we experience and feel the possible futures that can arise from change. MAD statement This article demonstrates how simulation tools can facilitate sensemaking of organizational change in and between individuals. It shows how simulations of work in future physical surroundings can elicit strong emotions such as worry and hope for the imagined futures. The findings shed light on how people, who are trying to explore what organizational change might mean for them and their work, relate to desired and undesired futures through their bodies and physical surroundings. Such prospective sensemaking is a significant driver of organizational change. Therefore, understanding the embodied, material and emotional aspects underpinning such processes is important for both scholarship and practice.","PeriodicalId":47003,"journal":{"name":"JOURNAL OF CHANGE MANAGEMENT","volume":"23 1","pages":"229 - 249"},"PeriodicalIF":3.0,"publicationDate":"2023-05-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46399371","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 : 2023-04-03DOI: 10.1080/14697017.2023.2197451
A. Da Ros, M. Vainieri, N. Bellé
ABSTRACT The current review overview attempts to create order in the overall fragmented scenario regarding output on organizational change management. Grounded on 39 selected reviews out of 113 identified, the manuscript creates a theoretical summary of knowledge and allows change determinants to emerge. Whereas the existing literature refers to a theory or an implementation model and then introduces the analysis of several patchy variables, the proposed organizational change taxonomy refines well-established models by introducing the study of nine thematic groups containing a total of 41 variables. The strategic and behavioral change variables are classified according to the role (antecedent, moderator, mediator, outcome), the direction (positive, negative) and level (micro, meso, macro) of the change phenomenon. This summary clarifying change characteristics and intrinsic complexity suggests directions for future empirical studies and practical tools for managers to design organizational change management architecture with implementation success. MAD statement Since research on change management proceeds at a dizzying pace, it is useful to periodically take stock of the situation on the state of the art. This review provides an updated overview on the current organizational change management scenario. While the manuscript presents a renewed framework, it also suggests a research agenda with new possible ways to further study the field.
{"title":"An Overview of Reviews: Organizational Change Management Architecture","authors":"A. Da Ros, M. Vainieri, N. Bellé","doi":"10.1080/14697017.2023.2197451","DOIUrl":"https://doi.org/10.1080/14697017.2023.2197451","url":null,"abstract":"ABSTRACT The current review overview attempts to create order in the overall fragmented scenario regarding output on organizational change management. Grounded on 39 selected reviews out of 113 identified, the manuscript creates a theoretical summary of knowledge and allows change determinants to emerge. Whereas the existing literature refers to a theory or an implementation model and then introduces the analysis of several patchy variables, the proposed organizational change taxonomy refines well-established models by introducing the study of nine thematic groups containing a total of 41 variables. The strategic and behavioral change variables are classified according to the role (antecedent, moderator, mediator, outcome), the direction (positive, negative) and level (micro, meso, macro) of the change phenomenon. This summary clarifying change characteristics and intrinsic complexity suggests directions for future empirical studies and practical tools for managers to design organizational change management architecture with implementation success. MAD statement Since research on change management proceeds at a dizzying pace, it is useful to periodically take stock of the situation on the state of the art. This review provides an updated overview on the current organizational change management scenario. While the manuscript presents a renewed framework, it also suggests a research agenda with new possible ways to further study the field.","PeriodicalId":47003,"journal":{"name":"JOURNAL OF CHANGE MANAGEMENT","volume":"23 1","pages":"113 - 142"},"PeriodicalIF":3.0,"publicationDate":"2023-04-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41566390","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 : 2023-04-03DOI: 10.1080/14697017.2023.2197908
T. Fiorito, C. Nagel, M. Veenswijk, I. Drori
ABSTRACT Transcendence has been recognized as the most effective response to paradox, yet it is perhaps also the most demanding. This article explores how organizational actors transcend paradoxical tensions that arise when simultaneously pursuing cooperation and competition. Drawing on a case study of a Dutch public–private partnership in which law enforcement agencies and financial firms collaborate to combat serious and organized crime, we examined the paradoxical tensions experienced by those involved in this coopetitive alliance and their efforts to transcend the conflicting emotions that arise from these tensions. Our study suggests that transcending such emotional ambivalence involves not only the enactment of different rhetorical and behavioural practices, but also various emotional practices, which we have termed emotional transcendence. These emotional practices vary in their focus (individual, group, organizational), and are used alternately and interchangeably with rhetoric and behaviour to transcend emotional ambivalence. By exploring the paradoxical emotions in a unique coopetitive setting, we contribute to the literature on emotions and paradox and open up interesting avenues for future research.
{"title":"Navigating Paradoxical Tensions in the Context of Coopetition: Emotional Transcendence in a Dutch Public–Private Partnership","authors":"T. Fiorito, C. Nagel, M. Veenswijk, I. Drori","doi":"10.1080/14697017.2023.2197908","DOIUrl":"https://doi.org/10.1080/14697017.2023.2197908","url":null,"abstract":"ABSTRACT Transcendence has been recognized as the most effective response to paradox, yet it is perhaps also the most demanding. This article explores how organizational actors transcend paradoxical tensions that arise when simultaneously pursuing cooperation and competition. Drawing on a case study of a Dutch public–private partnership in which law enforcement agencies and financial firms collaborate to combat serious and organized crime, we examined the paradoxical tensions experienced by those involved in this coopetitive alliance and their efforts to transcend the conflicting emotions that arise from these tensions. Our study suggests that transcending such emotional ambivalence involves not only the enactment of different rhetorical and behavioural practices, but also various emotional practices, which we have termed emotional transcendence. These emotional practices vary in their focus (individual, group, organizational), and are used alternately and interchangeably with rhetoric and behaviour to transcend emotional ambivalence. By exploring the paradoxical emotions in a unique coopetitive setting, we contribute to the literature on emotions and paradox and open up interesting avenues for future research.","PeriodicalId":47003,"journal":{"name":"JOURNAL OF CHANGE MANAGEMENT","volume":"23 1","pages":"177 - 199"},"PeriodicalIF":3.0,"publicationDate":"2023-04-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48713159","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 : 2023-03-21DOI: 10.1080/14697017.2023.2191128
Antonio Sadarić, Miha Škerlavaj
ABSTRACT Change agents influence employee attitudes in order for organizations to change. In an effort to unravel this influence mechanism, we examined the change leader-recipient relationship. More specifically, how change leaders’ championing (independent variable) relates to recipients’ readiness to change (dependent variable). Our conceptual model of change leaders’ prosocial sensegiving is based on adult attachment theory operationalized through storytelling. To test our model, we surveyed 164 change recipients undergoing organizational change in various industries. Results confirm the first part of our model: psychological need satisfaction partially mediates the relation between change leaders’ championing and recipients’ readiness to change. In other words, prosocial change leaders act as attachment figures alleviating anxiety caused by ambiguity addressing change recipients’ proximity-seeking behaviour. Despite what has been described in scholarly works, change leaders’ methods of persuasion seem to be a more accurate indicator of recipients’ readiness for change. Part two of our hypothesized model could not be confirmed: moderation effects of leader influence and narrative intelligence could not be confirmed. We conclude that prosocial change leaders’ who demonstrate narrative intelligence use stories to elicit an emotional response from change recipients, effectively increasing their perceived psychological need satisfaction, ultimately affecting their readiness to change. MAD statement Our research aims to deconstruct the underlying mechanics of prosocial organizational change leadership. We study how change leaders utilize championing, narrative intelligence and leadership influence tactics in an effort to influence change recipients’ change-related attitudes and affect their individual readiness to change. We confirm that change recipients’ psychological need satisfaction partially mediates this relationship and that the direct application of leadership influence tactics is a better predictor, contrary to what literature suggests. We recommend practitioners create compelling narratives in an effort to enhance message reception, and utilize specific leadership influence tactics to ensure the message is received.
{"title":"Leader Idea Championing for Follower Readiness to Change or Not? A Moderated Mediation Perspective of Prosocial Sensegiving","authors":"Antonio Sadarić, Miha Škerlavaj","doi":"10.1080/14697017.2023.2191128","DOIUrl":"https://doi.org/10.1080/14697017.2023.2191128","url":null,"abstract":"ABSTRACT\u0000 Change agents influence employee attitudes in order for organizations to change. In an effort to unravel this influence mechanism, we examined the change leader-recipient relationship. More specifically, how change leaders’ championing (independent variable) relates to recipients’ readiness to change (dependent variable). Our conceptual model of change leaders’ prosocial sensegiving is based on adult attachment theory operationalized through storytelling. To test our model, we surveyed 164 change recipients undergoing organizational change in various industries. Results confirm the first part of our model: psychological need satisfaction partially mediates the relation between change leaders’ championing and recipients’ readiness to change. In other words, prosocial change leaders act as attachment figures alleviating anxiety caused by ambiguity addressing change recipients’ proximity-seeking behaviour. Despite what has been described in scholarly works, change leaders’ methods of persuasion seem to be a more accurate indicator of recipients’ readiness for change. Part two of our hypothesized model could not be confirmed: moderation effects of leader influence and narrative intelligence could not be confirmed. We conclude that prosocial change leaders’ who demonstrate narrative intelligence use stories to elicit an emotional response from change recipients, effectively increasing their perceived psychological need satisfaction, ultimately affecting their readiness to change. MAD statement Our research aims to deconstruct the underlying mechanics of prosocial organizational change leadership. We study how change leaders utilize championing, narrative intelligence and leadership influence tactics in an effort to influence change recipients’ change-related attitudes and affect their individual readiness to change. We confirm that change recipients’ psychological need satisfaction partially mediates this relationship and that the direct application of leadership influence tactics is a better predictor, contrary to what literature suggests. We recommend practitioners create compelling narratives in an effort to enhance message reception, and utilize specific leadership influence tactics to ensure the message is received.","PeriodicalId":47003,"journal":{"name":"JOURNAL OF CHANGE MANAGEMENT","volume":"23 1","pages":"200 - 227"},"PeriodicalIF":3.0,"publicationDate":"2023-03-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44349722","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 : 2023-01-30DOI: 10.1080/14697017.2023.2172057
Chiara Bernuzzi, V. Sommovigo, M. Maffoni, I. Setti, P. Argentero
ABSTRACT This mixed-method study aims to analyze how and when employees’ perceptions of positive organizational change may be related to role clarity and resilience and conditional on supervisor support levels. A total of 40 employees participated in focus groups. Thematic analysis revealed that participants perceived differently organizational change, role, supervisor support, and resilience. A total of 178 employees completed questionnaires analyzing perceptions of organizational change, role clarity, resilience, and supervisor support. Quantitative analyses revealed that role clarity mediated the association between employees’ perceptions of positive organizational change and resilience. This relationship was enhanced by supervisor support. Overall, the results suggest that employees who positively perceive organizational change may more easily understand their new role and demands, which is positively related to their resilience. When employees perceive being supported by their supervisors, they are more likely to perceive themselves as resilient, even in the face of organizational change. Our results suggest that organizations should adopt a transparent change management communication plan based on employee involvement. MAD statement This study moves an important step forward in both the change management and resilience literature, as it is the first to examine the mechanisms and boundary conditions explaining how and when employees’ perceptions of positive organizational change may facilitate resilience. By adopting a positive psychology perspective and a mixed-method design, this study identifies role clarity and supervisor support as two important resources that allow employees to benefit from organizational change. As such, it would contribute to providing new insights on how employee resilience can be enabled during organizational change.
{"title":"A Mixed-method Study on the Bright Side of Organizational Change: Role Clarity and Supervisor Support as Resources for Employees’ Resilience","authors":"Chiara Bernuzzi, V. Sommovigo, M. Maffoni, I. Setti, P. Argentero","doi":"10.1080/14697017.2023.2172057","DOIUrl":"https://doi.org/10.1080/14697017.2023.2172057","url":null,"abstract":"ABSTRACT This mixed-method study aims to analyze how and when employees’ perceptions of positive organizational change may be related to role clarity and resilience and conditional on supervisor support levels. A total of 40 employees participated in focus groups. Thematic analysis revealed that participants perceived differently organizational change, role, supervisor support, and resilience. A total of 178 employees completed questionnaires analyzing perceptions of organizational change, role clarity, resilience, and supervisor support. Quantitative analyses revealed that role clarity mediated the association between employees’ perceptions of positive organizational change and resilience. This relationship was enhanced by supervisor support. Overall, the results suggest that employees who positively perceive organizational change may more easily understand their new role and demands, which is positively related to their resilience. When employees perceive being supported by their supervisors, they are more likely to perceive themselves as resilient, even in the face of organizational change. Our results suggest that organizations should adopt a transparent change management communication plan based on employee involvement. MAD statement This study moves an important step forward in both the change management and resilience literature, as it is the first to examine the mechanisms and boundary conditions explaining how and when employees’ perceptions of positive organizational change may facilitate resilience. By adopting a positive psychology perspective and a mixed-method design, this study identifies role clarity and supervisor support as two important resources that allow employees to benefit from organizational change. As such, it would contribute to providing new insights on how employee resilience can be enabled during organizational change.","PeriodicalId":47003,"journal":{"name":"JOURNAL OF CHANGE MANAGEMENT","volume":"23 1","pages":"143 - 176"},"PeriodicalIF":3.0,"publicationDate":"2023-01-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49083856","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 : 2023-01-02DOI: 10.1080/14697017.2023.2167226
Cathy Boorman, B. Jackson, I. Burkett
ABSTRACT The wellbeing of people, places and the planet relies upon our collective ability to resolve the grand challenges framed in the United Nations Sustainable Development Goals (SDGs). This paper focuses on opportunities for place leadership theorizing and practice to progress localization as one pathway to advance the SDGs. It seeks to bridge the theory-practice divide that currently limits the utility of place leadership research by highlighting two implementation methodologies – Collective Impact (CI) and Mission-oriented Innovation (MOI). These methodologies have gathered momentum amongst practitioners but received comparatively little academic attention. We argue that both methodologies have potential to support place leaders to address key barriers to SDG localization, particularly, centring equity, enacting multi-stakeholder partnerships, generating data and stories, and contributing to systems change. This paper suggests that future place leadership theorizing should learn from and support CI and MOI practice and contribute to collective efforts to localize the transformational change envisioned by the SDGs. MAD statement Drawing upon practitioner and theoretical literatures this paper identifies critical opportunities to advance both SDG localization and place leadership theory by leveraging and learning from the rapidly growing body of Collective Impact (CI) and Mission-oriented Innovation (MOI) initiatives globally. An analysis of these relatively under-studied methodologies is offered and opportunities to apply or learn from them to overcome key barriers to SDG localization are identified. The paper also offers suggestions as to how place leadership theory could, in turn, enhance the continued maturation of CI and MOI and advance SDG localization.
{"title":"SDG localization: Mobilizing the Potential of Place Leadership Through Collective Impact and Mission-Oriented Innovation Methodologies","authors":"Cathy Boorman, B. Jackson, I. Burkett","doi":"10.1080/14697017.2023.2167226","DOIUrl":"https://doi.org/10.1080/14697017.2023.2167226","url":null,"abstract":"ABSTRACT The wellbeing of people, places and the planet relies upon our collective ability to resolve the grand challenges framed in the United Nations Sustainable Development Goals (SDGs). This paper focuses on opportunities for place leadership theorizing and practice to progress localization as one pathway to advance the SDGs. It seeks to bridge the theory-practice divide that currently limits the utility of place leadership research by highlighting two implementation methodologies – Collective Impact (CI) and Mission-oriented Innovation (MOI). These methodologies have gathered momentum amongst practitioners but received comparatively little academic attention. We argue that both methodologies have potential to support place leaders to address key barriers to SDG localization, particularly, centring equity, enacting multi-stakeholder partnerships, generating data and stories, and contributing to systems change. This paper suggests that future place leadership theorizing should learn from and support CI and MOI practice and contribute to collective efforts to localize the transformational change envisioned by the SDGs. MAD statement Drawing upon practitioner and theoretical literatures this paper identifies critical opportunities to advance both SDG localization and place leadership theory by leveraging and learning from the rapidly growing body of Collective Impact (CI) and Mission-oriented Innovation (MOI) initiatives globally. An analysis of these relatively under-studied methodologies is offered and opportunities to apply or learn from them to overcome key barriers to SDG localization are identified. The paper also offers suggestions as to how place leadership theory could, in turn, enhance the continued maturation of CI and MOI and advance SDG localization.","PeriodicalId":47003,"journal":{"name":"JOURNAL OF CHANGE MANAGEMENT","volume":"23 1","pages":"53 - 71"},"PeriodicalIF":3.0,"publicationDate":"2023-01-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43230009","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 : 2023-01-02DOI: 10.1080/14697017.2023.2164936
Andrew Beer, Markku Sotarauta, David Bailey
ABSTRACT This paper considers the nature, origins and expression of place leadership in communities undergoing large-scale economic transformation. It examines where people look for leadership in the management of the places where they live, and how their perspectives are affected by an adverse event. It documents community attitudes on the influence those who occupy positions of authority have been able to exert on this transition, drawing on perceptions from places affected by the shutdown of the Australian automotive industry in the second decade of the twenty-first century. It seeks to understand which individuals and roles were seen to be influential in leading this process of change. This article gains insights into how leaders have an impact, and where this ability to effect change comes from. It does so with reference to the structural conditions embedded within Australian political life and the way leadership finds expression in periods of uncertainty and transformation. The paper finds communities are acutely aware of where the power to lead change resides, but concerns with the efficacy of that leadership have contributed to discontent. A greater focus on further empowering local leadership while delivering on long term expectations would have resulted in more positive perceptions. MAD statement This paper answers the question, how can local leaders manage large-scale, disruptive change such as the closure of a major employer or the shutdown of an entire industry? The paper makes clear that different types of leaders need to respond in varied ways, depending on their source of authority, their degree of connection to the affected community and the nature of the shock experienced by the local economy. Senior government leaders need to map out and deliver a roadmap for economic recovery, social service providers need to be responsive to local needs and those leaders living in the community must continue to strengthen social networks.
{"title":"Leading Change in Communities Experiencing Economic Transition: Place Leadership, Expectations, and Industry Closure","authors":"Andrew Beer, Markku Sotarauta, David Bailey","doi":"10.1080/14697017.2023.2164936","DOIUrl":"https://doi.org/10.1080/14697017.2023.2164936","url":null,"abstract":"ABSTRACT This paper considers the nature, origins and expression of place leadership in communities undergoing large-scale economic transformation. It examines where people look for leadership in the management of the places where they live, and how their perspectives are affected by an adverse event. It documents community attitudes on the influence those who occupy positions of authority have been able to exert on this transition, drawing on perceptions from places affected by the shutdown of the Australian automotive industry in the second decade of the twenty-first century. It seeks to understand which individuals and roles were seen to be influential in leading this process of change. This article gains insights into how leaders have an impact, and where this ability to effect change comes from. It does so with reference to the structural conditions embedded within Australian political life and the way leadership finds expression in periods of uncertainty and transformation. The paper finds communities are acutely aware of where the power to lead change resides, but concerns with the efficacy of that leadership have contributed to discontent. A greater focus on further empowering local leadership while delivering on long term expectations would have resulted in more positive perceptions. MAD statement This paper answers the question, how can local leaders manage large-scale, disruptive change such as the closure of a major employer or the shutdown of an entire industry? The paper makes clear that different types of leaders need to respond in varied ways, depending on their source of authority, their degree of connection to the affected community and the nature of the shock experienced by the local economy. Senior government leaders need to map out and deliver a roadmap for economic recovery, social service providers need to be responsive to local needs and those leaders living in the community must continue to strengthen social networks.","PeriodicalId":47003,"journal":{"name":"JOURNAL OF CHANGE MANAGEMENT","volume":"23 1","pages":"32 - 52"},"PeriodicalIF":3.0,"publicationDate":"2023-01-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41852969","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 : 2023-01-02DOI: 10.1080/14697017.2023.2172446
E. Vivier
ABSTRACT This paper explores how social movement and civic actors enact and contribute to place leadership. It does so by examining how social movement organizations in South Africa use social audits to investigate and challenge government accountability and service delivery failures. The paper describes the meaning-making practices evident in social audit reports, and detail how social audit actors construct issues and positions through three framings – rights, regulations and lived realities. In this process, they leverage rights discourses and governance arrangements to legitimize their place leadership, and draw on multiple aspects and experiences of place to expose failures of governance and in the realization of rights. Through the dynamic interplay between legitimizing and exposing, they translate embodied realities and relations in and of place into a sense of purpose and direction for mobilizing a wider network of governance actors. On this basis, the paper contributes a social accountability perspective to place leadership studies. MAD statement This paper aims to Make a Difference (MAD) by exploring how social movement actors contribute to collective place leadership through constructing and contesting the meanings of local governance issues and relationships. The paper highlights how social movement actors illuminate place as the objective and measurable built environment, and as subjectively experienced and constituted as places of heritage and community but also dislocation and trauma. That they use social audits to interrogate governance failures and legitimize communities’ situated knowledge suggests such social accountability initiatives offer a space for place leadership outside of but also interacting with broader governance networks.
{"title":"Place Leadership in Social Accountability Initiatives","authors":"E. Vivier","doi":"10.1080/14697017.2023.2172446","DOIUrl":"https://doi.org/10.1080/14697017.2023.2172446","url":null,"abstract":"ABSTRACT This paper explores how social movement and civic actors enact and contribute to place leadership. It does so by examining how social movement organizations in South Africa use social audits to investigate and challenge government accountability and service delivery failures. The paper describes the meaning-making practices evident in social audit reports, and detail how social audit actors construct issues and positions through three framings – rights, regulations and lived realities. In this process, they leverage rights discourses and governance arrangements to legitimize their place leadership, and draw on multiple aspects and experiences of place to expose failures of governance and in the realization of rights. Through the dynamic interplay between legitimizing and exposing, they translate embodied realities and relations in and of place into a sense of purpose and direction for mobilizing a wider network of governance actors. On this basis, the paper contributes a social accountability perspective to place leadership studies. MAD statement This paper aims to Make a Difference (MAD) by exploring how social movement actors contribute to collective place leadership through constructing and contesting the meanings of local governance issues and relationships. The paper highlights how social movement actors illuminate place as the objective and measurable built environment, and as subjectively experienced and constituted as places of heritage and community but also dislocation and trauma. That they use social audits to interrogate governance failures and legitimize communities’ situated knowledge suggests such social accountability initiatives offer a space for place leadership outside of but also interacting with broader governance networks.","PeriodicalId":47003,"journal":{"name":"JOURNAL OF CHANGE MANAGEMENT","volume":"23 1","pages":"72 - 92"},"PeriodicalIF":3.0,"publicationDate":"2023-01-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43979153","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 : 2023-01-02DOI: 10.1080/14697017.2023.2172762
Adeline Hvidsten, R. S. Rai, R. By
MAD statement This annual leading article is making a difference (MAD) through providing an overview of what is design and designerly thinking, and how these constructs may be of interest to organizational change management and leadership theory and practice. In doing so, we are setting out to support a transdisciplinary application of design thinking principles, methods and tools in the continuous development of organizational change and management capabilities, as well as leadership mindsets fit to meet the challenges of the twenty-first century.
{"title":"Design(erly) Thinking: Supporting Organizational Change and Leadership","authors":"Adeline Hvidsten, R. S. Rai, R. By","doi":"10.1080/14697017.2023.2172762","DOIUrl":"https://doi.org/10.1080/14697017.2023.2172762","url":null,"abstract":"MAD statement This annual leading article is making a difference (MAD) through providing an overview of what is design and designerly thinking, and how these constructs may be of interest to organizational change management and leadership theory and practice. In doing so, we are setting out to support a transdisciplinary application of design thinking principles, methods and tools in the continuous development of organizational change and management capabilities, as well as leadership mindsets fit to meet the challenges of the twenty-first century.","PeriodicalId":47003,"journal":{"name":"JOURNAL OF CHANGE MANAGEMENT","volume":"23 1","pages":"1 - 11"},"PeriodicalIF":3.0,"publicationDate":"2023-01-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49357901","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 : 2022-12-08DOI: 10.1080/14697017.2022.2151149
J. Boonstra
ABSTRACT Reflecting on my engagement with organizational change as a scholar and reflective practitioner, I observe that my perspective has evolved from a planned change approach to a playful view on organizational change and transformation. Planned change and organizational development are still the dominant approaches to change in most organizations. These perspectives on change management were successful in the last century in a stable business environment. Now that many organizations are confronted with dynamic and turbulent business environments, these approaches are no longer suitable for such unpredictable circumstances. In an adaptive business environment, there is a need for adaptive change to prepare our organizations for the future. In this reflection I describe the basic assumptions and misconceptions behind planned change and offer a perspective on organizational change as collaborative play. This play perspective is a collective search process in which players work together to organize, change and innovate. In this way, play provides a positive view of change in organizations as a collective learning and transformation process. MAD statement This article makes a difference by offering a perspective on organizational change as collaborative play. Changing organizations in a turbulent world is enriched by a playful perspective on adaptive change. The theory and practice of change as play are contrasted with more traditional approaches to planned change and organizational development. Leaders in organizations and organizational networks, change agents and consultants, and scholars and academic researchers, are invited to reflect on their own assumptions about organizational change and to consider a more playful way of changing organizations in a dynamic and turbulent world.
{"title":"Reflections: From Planned Change to Playful Transformations","authors":"J. Boonstra","doi":"10.1080/14697017.2022.2151149","DOIUrl":"https://doi.org/10.1080/14697017.2022.2151149","url":null,"abstract":"ABSTRACT Reflecting on my engagement with organizational change as a scholar and reflective practitioner, I observe that my perspective has evolved from a planned change approach to a playful view on organizational change and transformation. Planned change and organizational development are still the dominant approaches to change in most organizations. These perspectives on change management were successful in the last century in a stable business environment. Now that many organizations are confronted with dynamic and turbulent business environments, these approaches are no longer suitable for such unpredictable circumstances. In an adaptive business environment, there is a need for adaptive change to prepare our organizations for the future. In this reflection I describe the basic assumptions and misconceptions behind planned change and offer a perspective on organizational change as collaborative play. This play perspective is a collective search process in which players work together to organize, change and innovate. In this way, play provides a positive view of change in organizations as a collective learning and transformation process. MAD statement This article makes a difference by offering a perspective on organizational change as collaborative play. Changing organizations in a turbulent world is enriched by a playful perspective on adaptive change. The theory and practice of change as play are contrasted with more traditional approaches to planned change and organizational development. Leaders in organizations and organizational networks, change agents and consultants, and scholars and academic researchers, are invited to reflect on their own assumptions about organizational change and to consider a more playful way of changing organizations in a dynamic and turbulent world.","PeriodicalId":47003,"journal":{"name":"JOURNAL OF CHANGE MANAGEMENT","volume":"23 1","pages":"12 - 31"},"PeriodicalIF":3.0,"publicationDate":"2022-12-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45158757","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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