Pub Date : 2022-10-30DOI: 10.1080/14697017.2022.2137835
Tom A. S. McLaren, Bronte van der Hoorn, Erich C. Fein
ABSTRACT The Kotter eight-step change model has a pervasive influence in the practice of change management; founded on building urgency towards the desired change through convincing employees that the status quo is more dangerous than the future state. We critique this positioning of the current state as dangerous, the proposition of using it to drive urgency, and the resultant employee anxiety and stress that is synonymous with organizational change. We reveal that positioning the current state as dangerous is a combative (and futile) strategy given the inescapable nature of status quo bias. To address this complication, we propose a theory adaptation that appreciatively leverages status quo bias and recommends invoking approach motivation based on communicating the pressing importance of the future state. MAD statement Change practitioners utilize change models to support organizations to adapt, with the hope that they simultaneously support employee well-being during transition. Our theory adaption, as justified and described in this paper, provides both practical and theoretical contributions to those who want to prioritize the well-being of employees during change efforts through leveraging empirically-established status quo bias.
{"title":"Why Vilifying the Status Quo Can Derail a Change Effort: Kotter’s Contradiction, and Theory Adaptation","authors":"Tom A. S. McLaren, Bronte van der Hoorn, Erich C. Fein","doi":"10.1080/14697017.2022.2137835","DOIUrl":"https://doi.org/10.1080/14697017.2022.2137835","url":null,"abstract":"ABSTRACT The Kotter eight-step change model has a pervasive influence in the practice of change management; founded on building urgency towards the desired change through convincing employees that the status quo is more dangerous than the future state. We critique this positioning of the current state as dangerous, the proposition of using it to drive urgency, and the resultant employee anxiety and stress that is synonymous with organizational change. We reveal that positioning the current state as dangerous is a combative (and futile) strategy given the inescapable nature of status quo bias. To address this complication, we propose a theory adaptation that appreciatively leverages status quo bias and recommends invoking approach motivation based on communicating the pressing importance of the future state. MAD statement Change practitioners utilize change models to support organizations to adapt, with the hope that they simultaneously support employee well-being during transition. Our theory adaption, as justified and described in this paper, provides both practical and theoretical contributions to those who want to prioritize the well-being of employees during change efforts through leveraging empirically-established status quo bias.","PeriodicalId":47003,"journal":{"name":"JOURNAL OF CHANGE MANAGEMENT","volume":"23 1","pages":"93 - 111"},"PeriodicalIF":3.0,"publicationDate":"2022-10-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44980002","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 : 2022-10-02DOI: 10.1080/14697017.2022.2139246
M. Higgs
ABSTRACT 40 years ago, it was argued that despite years of research we still did not understand leadership. A similar argument was presented in this journal just last year. This article presents some reflections based on both my experience of researching leadership and of working with leaders. In doing this the myriad of theories of leadership are explored and key trends identified. Perhaps the most significant of these is the recognition of leadership as a dynamic relational process. This enables us to move from a leader-centric focus in research to one that recognizes the active participation of followers in the leadership process. In addition, the limitations of research to date, and its lack of relevance to practice are discussed, followed by proposed actions that could be taken to help develop a clearer understanding of the nature of leadership and improve relevance for practitioners. The article concludes with the view that we do know a lot about leaders and their impact on a wide range of outcomes. However, we still know relatively little about leadership.
{"title":"Reflections: Insomnia? Try Counting Leadership Theories","authors":"M. Higgs","doi":"10.1080/14697017.2022.2139246","DOIUrl":"https://doi.org/10.1080/14697017.2022.2139246","url":null,"abstract":"ABSTRACT 40 years ago, it was argued that despite years of research we still did not understand leadership. A similar argument was presented in this journal just last year. This article presents some reflections based on both my experience of researching leadership and of working with leaders. In doing this the myriad of theories of leadership are explored and key trends identified. Perhaps the most significant of these is the recognition of leadership as a dynamic relational process. This enables us to move from a leader-centric focus in research to one that recognizes the active participation of followers in the leadership process. In addition, the limitations of research to date, and its lack of relevance to practice are discussed, followed by proposed actions that could be taken to help develop a clearer understanding of the nature of leadership and improve relevance for practitioners. The article concludes with the view that we do know a lot about leaders and their impact on a wide range of outcomes. However, we still know relatively little about leadership.","PeriodicalId":47003,"journal":{"name":"JOURNAL OF CHANGE MANAGEMENT","volume":"22 1","pages":"355 - 372"},"PeriodicalIF":3.0,"publicationDate":"2022-10-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41458509","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 : 2022-08-30DOI: 10.1080/14697017.2022.2117231
Keren Turgeman-Lupo, Rinat Hilo-Merkovich, M. Biron
ABSTRACT Research on gender differences in adaptability to changing work conditions has revealed equivocal evidence. We provide a new perspective to this stream by proposing a model, grounded in theory of social information processing, that takes into account individuals’ responses to important others in their environment – namely, supervisors (for non-managerial employees) or subordinates (for managers). The model suggests that the performance of each category of important others can have differential impact on women’s and men's work outcomes amid changes. We use two-wave data collected from employees and managers who transitioned to work from home during the COVID-19 pandemic. We find no differences in adaptability across genders when important others are perceived to be effective. Among employees, when supervisors are perceived to perform poorly, changes at work relate to lower performance among men than among women. Among managers, when followers are perceived to perform poorly, changes at work relate to lower performance among women than among men. We offer recommendations to help men and women sustain performance over the course of a change. MAD statement Investigating inconsistent evidence on gender differences in adaptability to changing work conditions, we suggest that the performance of important others (supervisors, followers) have differential impact on women’s and men's work outcomes amid changes. Data from employees and managers who transitioned to telework during the COVID-19 pandemic reveal no differences in adaptability between men and women, when they perceive important others to function effectively during the situation. Among employees, when supervisors are perceived to perform poorly, changes at work relate to lower performance among men than among women. Among managers, when followers are perceived to perform poorly, changes at work relate to lower performance among women than among men.
{"title":"A Social Information Processing Perspective on the Influence of Supervisors and Followers on Women’s and Men's Adaptability to Change","authors":"Keren Turgeman-Lupo, Rinat Hilo-Merkovich, M. Biron","doi":"10.1080/14697017.2022.2117231","DOIUrl":"https://doi.org/10.1080/14697017.2022.2117231","url":null,"abstract":"ABSTRACT Research on gender differences in adaptability to changing work conditions has revealed equivocal evidence. We provide a new perspective to this stream by proposing a model, grounded in theory of social information processing, that takes into account individuals’ responses to important others in their environment – namely, supervisors (for non-managerial employees) or subordinates (for managers). The model suggests that the performance of each category of important others can have differential impact on women’s and men's work outcomes amid changes. We use two-wave data collected from employees and managers who transitioned to work from home during the COVID-19 pandemic. We find no differences in adaptability across genders when important others are perceived to be effective. Among employees, when supervisors are perceived to perform poorly, changes at work relate to lower performance among men than among women. Among managers, when followers are perceived to perform poorly, changes at work relate to lower performance among women than among men. We offer recommendations to help men and women sustain performance over the course of a change. MAD statement Investigating inconsistent evidence on gender differences in adaptability to changing work conditions, we suggest that the performance of important others (supervisors, followers) have differential impact on women’s and men's work outcomes amid changes. Data from employees and managers who transitioned to telework during the COVID-19 pandemic reveal no differences in adaptability between men and women, when they perceive important others to function effectively during the situation. Among employees, when supervisors are perceived to perform poorly, changes at work relate to lower performance among men than among women. Among managers, when followers are perceived to perform poorly, changes at work relate to lower performance among women than among men.","PeriodicalId":47003,"journal":{"name":"JOURNAL OF CHANGE MANAGEMENT","volume":"22 1","pages":"442 - 465"},"PeriodicalIF":3.0,"publicationDate":"2022-08-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45635720","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 : 2022-08-29DOI: 10.1080/14697017.2022.2117230
Jun Yu Li
ABSTRACT A conventional consensus on organizational change is the momentum view, which claims that prior changes of a given kind increase the probability of a subsequent change of the same kind. This consensus has been recently challenged by the deceleration view, which argues that prior changes decrease the probability of a subsequent change. By making a distinction between experienced changes and internalized changes, this study postulates that the two views complement and coexist with each other. A change of a given kind is less likely to occur with more experienced changes of the same kind, while it is more likely to occur with more internalized changes of the same kind. This integrated view is supported in a sample of 477 U.S. local governments making decisions about whether to outsource public services during 1982–2007. This study also looks into how relatedness to internalized changes affected the occurrence of a subsequent change of the same kind. The impact of operational relatedness was positive at an early time and increasingly negative in the long run. The impact of skill relatedness, however, was positive and steadily increased as time went on. MAD statement An important debate on organizational change is how prior changes of a given kind affect the probability of a subsequent change of the same kind. Whereas the momentum view claims that prior changes breed a subsequent change, the deceleration view contends that prior changes prevent a subsequent change. By distinguishing between experienced and internalized changes, this study argues and demonstrates, with a sample of U.S. local governments, that the two views complement and coexist with each other. A change is less likely to occur with more experienced changes, while it is more likely to occur with more internalized changes.
{"title":"Momentum or Deceleration: The Effect of Previous Change","authors":"Jun Yu Li","doi":"10.1080/14697017.2022.2117230","DOIUrl":"https://doi.org/10.1080/14697017.2022.2117230","url":null,"abstract":"ABSTRACT A conventional consensus on organizational change is the momentum view, which claims that prior changes of a given kind increase the probability of a subsequent change of the same kind. This consensus has been recently challenged by the deceleration view, which argues that prior changes decrease the probability of a subsequent change. By making a distinction between experienced changes and internalized changes, this study postulates that the two views complement and coexist with each other. A change of a given kind is less likely to occur with more experienced changes of the same kind, while it is more likely to occur with more internalized changes of the same kind. This integrated view is supported in a sample of 477 U.S. local governments making decisions about whether to outsource public services during 1982–2007. This study also looks into how relatedness to internalized changes affected the occurrence of a subsequent change of the same kind. The impact of operational relatedness was positive at an early time and increasingly negative in the long run. The impact of skill relatedness, however, was positive and steadily increased as time went on. MAD statement An important debate on organizational change is how prior changes of a given kind affect the probability of a subsequent change of the same kind. Whereas the momentum view claims that prior changes breed a subsequent change, the deceleration view contends that prior changes prevent a subsequent change. By distinguishing between experienced and internalized changes, this study argues and demonstrates, with a sample of U.S. local governments, that the two views complement and coexist with each other. A change is less likely to occur with more experienced changes, while it is more likely to occur with more internalized changes.","PeriodicalId":47003,"journal":{"name":"JOURNAL OF CHANGE MANAGEMENT","volume":"22 1","pages":"422 - 441"},"PeriodicalIF":3.0,"publicationDate":"2022-08-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44607505","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 : 2022-07-03DOI: 10.1080/14697017.2022.2081245
Johan Alvehus, L. Crevani
ABSTRACT This paper addresses the need for further developing an understanding of leadership as practice in its multimodality by means of theoretically motivated qualitative methods, allowing researchers to come close to the doing of leadership. Empirical studies of this kind are still relatively rare. By articulating a micro-ethnographic approach, we encourage short-term-focused engagements in empirical work and the writing of closed vignettes. Through this, current theoretical developments are connected to recommendations for fieldwork and for writing practices. We thereby articulate one possible coherent and consistent position from which to study the multimodality of leadership and to understand leadership as an accomplishment of direction.
{"title":"Micro-ethnography: Towards An Approach for Attending to the Multimodality of Leadership","authors":"Johan Alvehus, L. Crevani","doi":"10.1080/14697017.2022.2081245","DOIUrl":"https://doi.org/10.1080/14697017.2022.2081245","url":null,"abstract":"ABSTRACT\u0000 This paper addresses the need for further developing an understanding of leadership as practice in its multimodality by means of theoretically motivated qualitative methods, allowing researchers to come close to the doing of leadership. Empirical studies of this kind are still relatively rare. By articulating a micro-ethnographic approach, we encourage short-term-focused engagements in empirical work and the writing of closed vignettes. Through this, current theoretical developments are connected to recommendations for fieldwork and for writing practices. We thereby articulate one possible coherent and consistent position from which to study the multimodality of leadership and to understand leadership as an accomplishment of direction.","PeriodicalId":47003,"journal":{"name":"JOURNAL OF CHANGE MANAGEMENT","volume":"22 1","pages":"231 - 251"},"PeriodicalIF":3.0,"publicationDate":"2022-07-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47662215","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 : 2022-06-23DOI: 10.1080/14697017.2022.2091635
Riikka Harikkala-Laihinen
ABSTRACT This article takes a positive organizational scholarship lens to change management and explores what is the relationship between emotions and communication in managing positive change. Through an abductive study, it suggests a framework of positive post-acquisition change, which centres on interaction in the generation of positive emotions. The framework is built based on a Finnish – German merger completed in late 2013 and substantiated through a German – Finnish acquisition completed in early 2017. Based on the findings, positive emotions can enhance employee identification with the post-acquisition organization as well as increase motivation and engagement in change. Conversely, negative emotions are likely to cause protectionist, change-resistant behaviour. Whereas top-down communication is essential in ensuring day-to-day functions, interaction enables the creation of positive emotions and thereby engages employees in change-congruent behaviour. MAD statement Generating positive emotions rather than merely alleviating negative emotions can significantly enhance change outcomes. Practitioners have the ability to encourage the emergence of positive emotions through different communication means. Traditional communication, i.e. ‘information sharing’, ensures day-to-day functionality and can help alleviate worries, but does not engage employees in change. Instead, participation and interaction create a sense of ownership, generating positive emotions and motivating employees to work toward change.
{"title":"Managing Positive Change: Emotions and Communication Following Acquisitions","authors":"Riikka Harikkala-Laihinen","doi":"10.1080/14697017.2022.2091635","DOIUrl":"https://doi.org/10.1080/14697017.2022.2091635","url":null,"abstract":"ABSTRACT This article takes a positive organizational scholarship lens to change management and explores what is the relationship between emotions and communication in managing positive change. Through an abductive study, it suggests a framework of positive post-acquisition change, which centres on interaction in the generation of positive emotions. The framework is built based on a Finnish – German merger completed in late 2013 and substantiated through a German – Finnish acquisition completed in early 2017. Based on the findings, positive emotions can enhance employee identification with the post-acquisition organization as well as increase motivation and engagement in change. Conversely, negative emotions are likely to cause protectionist, change-resistant behaviour. Whereas top-down communication is essential in ensuring day-to-day functions, interaction enables the creation of positive emotions and thereby engages employees in change-congruent behaviour. MAD statement Generating positive emotions rather than merely alleviating negative emotions can significantly enhance change outcomes. Practitioners have the ability to encourage the emergence of positive emotions through different communication means. Traditional communication, i.e. ‘information sharing’, ensures day-to-day functionality and can help alleviate worries, but does not engage employees in change. Instead, participation and interaction create a sense of ownership, generating positive emotions and motivating employees to work toward change.","PeriodicalId":47003,"journal":{"name":"JOURNAL OF CHANGE MANAGEMENT","volume":"22 1","pages":"373 - 400"},"PeriodicalIF":3.0,"publicationDate":"2022-06-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45703418","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 : 2022-03-13DOI: 10.1080/14697017.2022.2051061
Ditte Thøgersen
ABSTRACT Innovation and change processes, no matter how well designed, often do not play out as planned. Attention fades, priorities change, and it can be difficult to maintain momentum. Failed translation of innovation has been seen as evidence of lacking readiness for change, of adopters’ translation incompetence or of editing beyond recognition. Based on a real-time, in-depth study of the micro-dynamics of realizing an abstract mission into everyday practice, this study argues that key events designed by the management team serve as offerings for employees to enter a reflexive space, thereby creating a ‘window of translation’. MAD statement Public managers know how difficult it can be to maintain focus over time when an organization is working to develop and change the professional practice. This study suggests that innovation processes can benefit from offering various opportunities for reflection and active engagement with the translation of an abstract idea into concrete practice. When employees engage actively in reflexive practices, a window of translation opens. However, they do so asynchronously, which means that continuous management attention and repeated events for reflection, experimentation and discussion are needed to get everyone on board.
{"title":"Windows of Translation in Public Service Innovation. Introducing a New Mission in Public Childcare","authors":"Ditte Thøgersen","doi":"10.1080/14697017.2022.2051061","DOIUrl":"https://doi.org/10.1080/14697017.2022.2051061","url":null,"abstract":"ABSTRACT Innovation and change processes, no matter how well designed, often do not play out as planned. Attention fades, priorities change, and it can be difficult to maintain momentum. Failed translation of innovation has been seen as evidence of lacking readiness for change, of adopters’ translation incompetence or of editing beyond recognition. Based on a real-time, in-depth study of the micro-dynamics of realizing an abstract mission into everyday practice, this study argues that key events designed by the management team serve as offerings for employees to enter a reflexive space, thereby creating a ‘window of translation’. MAD statement Public managers know how difficult it can be to maintain focus over time when an organization is working to develop and change the professional practice. This study suggests that innovation processes can benefit from offering various opportunities for reflection and active engagement with the translation of an abstract idea into concrete practice. When employees engage actively in reflexive practices, a window of translation opens. However, they do so asynchronously, which means that continuous management attention and repeated events for reflection, experimentation and discussion are needed to get everyone on board.","PeriodicalId":47003,"journal":{"name":"JOURNAL OF CHANGE MANAGEMENT","volume":"22 1","pages":"401 - 421"},"PeriodicalIF":3.0,"publicationDate":"2022-03-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"60138485","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 : 2022-03-10DOI: 10.1080/14697017.2022.2032271
M. Sousa, M. Cunha, A. Simpson, Luca Giustiniano, A. Rego, S. Clegg
ABSTRACT We offer a set of conceptual distinctions between servant and paternalistic leadership, which we support with a new model that further extends the notion of paradoxical dynamic equilibrium. We used an in-depth case study of narratives on servant and paternalistic leadership from the Kingdom of Bhutan’s transition to democratic leadership. These narratives are rich in paradoxical tensions from which we extrapolate our findings. From our inductive documentary analysis, we establish that servant and benevolent paternalistic leadership perform genuine concern for the wellbeing of followers. However, while servant leaders seemingly promote centrifugal forces of change, humility and broader inclusion of others as followers, paternalistic leaders (both benevolent and exploitative), focus on the centripetal forces of stability, unquestioned authority and exclusion of those that do not follow and thus are outside their direct protection. As outlined in our circular model of paradoxical intent, distinguishing servant leadership and paternalistic leadership can be understood through distinct splitting and integration processes between the poles of main and utilitarian intent. MAD statement The concept of servant leadership seems to be increasingly adopted by organizations. This is a welcoming development given its potential contribution to address today's social and environmental challenges, as expressed in the UN Sustainable Development Goals. However, there is a risk that leaders carelessly appropriate the term without sufficiently understanding its unique characteristics and implications. Servant leadership can, for instance, be easily confused with paternalistic leadership. This article aims to clarify the distinctions between these two models and contribute to a more conscious adoption and development of servant leadership in organizations.
{"title":"Servus or Pater? How Paradoxical Intent Can Qualify Leadership: Inductions from the Kingdom of Bhutan","authors":"M. Sousa, M. Cunha, A. Simpson, Luca Giustiniano, A. Rego, S. Clegg","doi":"10.1080/14697017.2022.2032271","DOIUrl":"https://doi.org/10.1080/14697017.2022.2032271","url":null,"abstract":"ABSTRACT We offer a set of conceptual distinctions between servant and paternalistic leadership, which we support with a new model that further extends the notion of paradoxical dynamic equilibrium. We used an in-depth case study of narratives on servant and paternalistic leadership from the Kingdom of Bhutan’s transition to democratic leadership. These narratives are rich in paradoxical tensions from which we extrapolate our findings. From our inductive documentary analysis, we establish that servant and benevolent paternalistic leadership perform genuine concern for the wellbeing of followers. However, while servant leaders seemingly promote centrifugal forces of change, humility and broader inclusion of others as followers, paternalistic leaders (both benevolent and exploitative), focus on the centripetal forces of stability, unquestioned authority and exclusion of those that do not follow and thus are outside their direct protection. As outlined in our circular model of paradoxical intent, distinguishing servant leadership and paternalistic leadership can be understood through distinct splitting and integration processes between the poles of main and utilitarian intent. MAD statement The concept of servant leadership seems to be increasingly adopted by organizations. This is a welcoming development given its potential contribution to address today's social and environmental challenges, as expressed in the UN Sustainable Development Goals. However, there is a risk that leaders carelessly appropriate the term without sufficiently understanding its unique characteristics and implications. Servant leadership can, for instance, be easily confused with paternalistic leadership. This article aims to clarify the distinctions between these two models and contribute to a more conscious adoption and development of servant leadership in organizations.","PeriodicalId":47003,"journal":{"name":"JOURNAL OF CHANGE MANAGEMENT","volume":"22 1","pages":"321 - 353"},"PeriodicalIF":3.0,"publicationDate":"2022-03-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41941182","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 : 2022-02-21DOI: 10.1080/14697017.2022.2040571
Dag Naslund, A. Norrman
ABSTRACT This paper develops a conceptual framework for understanding how organizations create an accepted purpose for organizational change initiatives related to business processes. The framework is based on a longitudinal study related to an Action Research project and the ‘higher level learning’ from using a performance measurement system for change initiatives. Over more than four years, we followed and measured the developments and progress in two separate, major change initiatives related to different business processes in one case organization. The framework has a specific focus on the need for a clear and accepted change purpose. It tries to explicate the nature of change purpose and proposes different interrelated attributes related to the clear content of a change purpose (relevant, justified, urgent, clear destination, clear scope and explicit goals) but also attributes of how the change purpose then should be communicated to be jointly accepted. This operationalization of the nature of change purpose could also inform the current general discussion on purpose related to leadership. MAD statement The intention of this article is to Make A Difference (MAD) by addressing problems with change readiness by focusing specifically on change purpose. We explicate the nature of change purpose and operationalize it, proposing a conceptual framework grounded in a longitudinal study of two major change initiatives. The framework could help organizations create an accepted purpose for organizational change initiatives related to business processes. We discuss attributes related to the clear content of a change purpose (relevant, justified, urgent, clear destination, clear scope and explicit goals) and how the change purpose should be communicated to be jointly accepted.
{"title":"A Conceptual Framework for Understanding the Purpose of Change Initiatives","authors":"Dag Naslund, A. Norrman","doi":"10.1080/14697017.2022.2040571","DOIUrl":"https://doi.org/10.1080/14697017.2022.2040571","url":null,"abstract":"ABSTRACT This paper develops a conceptual framework for understanding how organizations create an accepted purpose for organizational change initiatives related to business processes. The framework is based on a longitudinal study related to an Action Research project and the ‘higher level learning’ from using a performance measurement system for change initiatives. Over more than four years, we followed and measured the developments and progress in two separate, major change initiatives related to different business processes in one case organization. The framework has a specific focus on the need for a clear and accepted change purpose. It tries to explicate the nature of change purpose and proposes different interrelated attributes related to the clear content of a change purpose (relevant, justified, urgent, clear destination, clear scope and explicit goals) but also attributes of how the change purpose then should be communicated to be jointly accepted. This operationalization of the nature of change purpose could also inform the current general discussion on purpose related to leadership. MAD statement The intention of this article is to Make A Difference (MAD) by addressing problems with change readiness by focusing specifically on change purpose. We explicate the nature of change purpose and operationalize it, proposing a conceptual framework grounded in a longitudinal study of two major change initiatives. The framework could help organizations create an accepted purpose for organizational change initiatives related to business processes. We discuss attributes related to the clear content of a change purpose (relevant, justified, urgent, clear destination, clear scope and explicit goals) and how the change purpose should be communicated to be jointly accepted.","PeriodicalId":47003,"journal":{"name":"JOURNAL OF CHANGE MANAGEMENT","volume":"22 1","pages":"292 - 320"},"PeriodicalIF":3.0,"publicationDate":"2022-02-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49466768","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 : 2022-02-17DOI: 10.1080/14697017.2022.2040572
Kirstin van Niekerk, M. Jansen van Rensburg
ABSTRACT Strategic organizational changes in the higher education sector are costly and resource intensive but considered crucial for the longevity and feasibility of organizations in this sector. Faced with major reforms of government-imposed funding, pressures from internationalization, digitalization and globalization, many Higher Educational Institutions had to reconsider governance, organizational structures and the roles and responsibilities of actors. The purpose of the empirical qualitative research study was to investigate the professional middle managers’ strategising practices to effect strategic change. The study context was a South African higher education institution undergoing substantial organizational change due to an institutional restructuring. An interpretative phenomenological analysis was used to describe participants’ cognitive, emotional, and physical nature which confirmed six holistic and comprehensive strategising practices namely adapting, effecting change, collaborating, mobilizing, peacekeeping and overseeing. The findings confirmed that strategising practices were not the result of actions only but were also influenced by cognitive, rational, and emotional experiences. MAD statement Change is difficult for everyone, but even more so for middle managers who are not only strategy implementors but also recipients of change. Findings provide insight to how middle managers handle change contexts in which changes are multiple and overlapping.
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