Pub Date : 2023-07-17DOI: 10.1108/jocm-11-2022-0338
Linda du Plessis, Hong T. M. Bui
PurposeUnderpinned by institutional legitimacy, this study explores how South African public university senior managers struggled to maintain legitimacy during an unplanned radical change process.Design/methodology/approachGioia's grounded theory analysis approach is employed to analyse interviews with 37 senior managers of public-funded universities in South Africa.FindingsThis study's findings show that a change without proper planning severely damages institutions in all aspects of leadership's normative, empirical, moral and pragmatic legitimacy.Research limitations/implicationsThis study contributes to the literature on legitimacy by illustrating the importance of institutional legitimacy during unplanned social change and the factors that negate legitimacy.Originality/valueThough other legitimacy models have been well developed, they do not apply to such unplanned social change in organisations. This study shows a different angle of the legitimacy crisis under unplanned social change conditions.
{"title":"#FeesMustFall# movement in the post-apartheid era: legitimacy battle for leaders","authors":"Linda du Plessis, Hong T. M. Bui","doi":"10.1108/jocm-11-2022-0338","DOIUrl":"https://doi.org/10.1108/jocm-11-2022-0338","url":null,"abstract":"PurposeUnderpinned by institutional legitimacy, this study explores how South African public university senior managers struggled to maintain legitimacy during an unplanned radical change process.Design/methodology/approachGioia's grounded theory analysis approach is employed to analyse interviews with 37 senior managers of public-funded universities in South Africa.FindingsThis study's findings show that a change without proper planning severely damages institutions in all aspects of leadership's normative, empirical, moral and pragmatic legitimacy.Research limitations/implicationsThis study contributes to the literature on legitimacy by illustrating the importance of institutional legitimacy during unplanned social change and the factors that negate legitimacy.Originality/valueThough other legitimacy models have been well developed, they do not apply to such unplanned social change in organisations. This study shows a different angle of the legitimacy crisis under unplanned social change conditions.","PeriodicalId":47958,"journal":{"name":"Journal of Organizational Change Management","volume":" ","pages":""},"PeriodicalIF":2.8,"publicationDate":"2023-07-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47964563","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-07-14DOI: 10.1108/jocm-03-2023-0056
Cristina Pérez-Pérez, D. Benito-Osorio, Alfredo Jiménez, Secil Bayraktar
PurposeThe Sharing Economy (SE) has turned around the concepts of ownership and access, promoting not only an alternative consumption method, but also a more sustainable one. Using digital platforms, this phenomenon expects to achieve a better use of the idle capacity of resources, promote meaningful and trusting communities and contribute to reducing the environmental harm. The huge increase of popularity of this model has lined up with the Sustainable Development Goals proclamation, and the commitment from governments with the search for more sustainable models. This study analyzes the relationship of the SE with sustainability in general, and the Sustainable Development Goals in specific.Design/methodology/approachThrough the analysis of the action plans proposed by governments and the expected contributions of sharing platforms to sustainability, the authors analyze the improvements and assistance that the Sharing Economy could offer to countries.FindingsThe main findings suggest that the SE can assist countries to achieve their sustainability goals and to further advance towards a more sustainable consumption and living model in order to fulfill the Sustainable Development Goals.Originality/valueAlthough this topic is still to be further developed, the SE seems to be fulfilling the expectations as the path towards sustainability.
{"title":"The impact of country-level sustainability and digitalization on the performance: sharing economy dashboard","authors":"Cristina Pérez-Pérez, D. Benito-Osorio, Alfredo Jiménez, Secil Bayraktar","doi":"10.1108/jocm-03-2023-0056","DOIUrl":"https://doi.org/10.1108/jocm-03-2023-0056","url":null,"abstract":"PurposeThe Sharing Economy (SE) has turned around the concepts of ownership and access, promoting not only an alternative consumption method, but also a more sustainable one. Using digital platforms, this phenomenon expects to achieve a better use of the idle capacity of resources, promote meaningful and trusting communities and contribute to reducing the environmental harm. The huge increase of popularity of this model has lined up with the Sustainable Development Goals proclamation, and the commitment from governments with the search for more sustainable models. This study analyzes the relationship of the SE with sustainability in general, and the Sustainable Development Goals in specific.Design/methodology/approachThrough the analysis of the action plans proposed by governments and the expected contributions of sharing platforms to sustainability, the authors analyze the improvements and assistance that the Sharing Economy could offer to countries.FindingsThe main findings suggest that the SE can assist countries to achieve their sustainability goals and to further advance towards a more sustainable consumption and living model in order to fulfill the Sustainable Development Goals.Originality/valueAlthough this topic is still to be further developed, the SE seems to be fulfilling the expectations as the path towards sustainability.","PeriodicalId":47958,"journal":{"name":"Journal of Organizational Change Management","volume":" ","pages":""},"PeriodicalIF":2.8,"publicationDate":"2023-07-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42813474","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-07-04DOI: 10.1108/jocm-09-2022-0255
Maciej Zastempowski, S. Cyfert
PurposeThe paper aims to explain how agility capabilities (competence, flexibility, responsiveness and speed) influence the chance of improving a small and medium-sized enterprise's (SME's) competitive position, measured by market share and profit.Design/methodology/approachCombining organisational agility with competitiveness, the authors analysed how an SME's activities in the field of agility capabilities – competence, flexibility, responsiveness and speed – influence the chance of improving their competitive position. Data were collected from 1,286 SMEs from Poland using the computer-assisted personal interviews method (CAPI). To analyse the data, the authors used logistic regression and odds ratios.FindingsThe study provides empirical evidence of the relationship between agility capabilities and an SME's competitive position. First, the results suggest that all the studied agility capabilities positively impact SMEs' competitive position. Second, the study shows that seeking to increase market share requires particular attention to flexibility, the impact of which is slightly higher than that of the other variables. Third, the findings suggest that the drive to increase profitability requires an appreciation of responsiveness and competence.Originality/valueThe literature contains much discussion about the relationship between agility capabilities and a company's competitive position. However, these studies refer to large companies, whilst the question of the relationship between agility capabilities and competitive position amongst SMEs remains mainly unanswered, which given SMEs' contribution to the creation of economic growth, seems difficult to understand. Although small companies are by nature highly flexible, due to the size of the companies' operations and flattened and decentralised structure, companies' competitive potential is limited as a result of the limited resources that can be devoted to developing procedures for change.
{"title":"A new angle on SMEs' competitiveness. How do agility capabilities affect a firm's competitive position?","authors":"Maciej Zastempowski, S. Cyfert","doi":"10.1108/jocm-09-2022-0255","DOIUrl":"https://doi.org/10.1108/jocm-09-2022-0255","url":null,"abstract":"PurposeThe paper aims to explain how agility capabilities (competence, flexibility, responsiveness and speed) influence the chance of improving a small and medium-sized enterprise's (SME's) competitive position, measured by market share and profit.Design/methodology/approachCombining organisational agility with competitiveness, the authors analysed how an SME's activities in the field of agility capabilities – competence, flexibility, responsiveness and speed – influence the chance of improving their competitive position. Data were collected from 1,286 SMEs from Poland using the computer-assisted personal interviews method (CAPI). To analyse the data, the authors used logistic regression and odds ratios.FindingsThe study provides empirical evidence of the relationship between agility capabilities and an SME's competitive position. First, the results suggest that all the studied agility capabilities positively impact SMEs' competitive position. Second, the study shows that seeking to increase market share requires particular attention to flexibility, the impact of which is slightly higher than that of the other variables. Third, the findings suggest that the drive to increase profitability requires an appreciation of responsiveness and competence.Originality/valueThe literature contains much discussion about the relationship between agility capabilities and a company's competitive position. However, these studies refer to large companies, whilst the question of the relationship between agility capabilities and competitive position amongst SMEs remains mainly unanswered, which given SMEs' contribution to the creation of economic growth, seems difficult to understand. Although small companies are by nature highly flexible, due to the size of the companies' operations and flattened and decentralised structure, companies' competitive potential is limited as a result of the limited resources that can be devoted to developing procedures for change.","PeriodicalId":47958,"journal":{"name":"Journal of Organizational Change Management","volume":" ","pages":""},"PeriodicalIF":2.8,"publicationDate":"2023-07-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44527174","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-06-15DOI: 10.1108/jocm-08-2021-0252
Scott M. Andrews
PurposeThis research paper takes an interdisciplinary approach, drawing from empirical data, to explore the relationship between organisational change management and strategic leadership to promote growth in value-driven, membership-based organisations through a qualitative multi-case-based analysis and to provide a discussion on the philosophies and practices of leadership teams which underpin successful organisational change within such not-for-profit organisations.Design/methodology/approachEach participating organisation had 700+ members, had previously experienced prolonged periods of auditable membership growth and employed distinctly different organisational models to facilitate growth. A qualitative multi-case study approach was adopted informed by 32 interviews with eight leadership teams. A thematic analysis provided a comparative review of responses.FindingsAll case study organisations emphasised the significance of strategic leadership teams and clearly communicated vision and flexible organisational structures as central to their strategic planning and subsequent growth. This builds on previous research which has explored organisational change in not-for-profit organisations and strategic leadership in not-for-profit organisations, which explores the strong linkages between the roles and functions of strategic leadership, organisational structures designed with the adaptive capacity to manage continuous and convergent change and their impact on sustained growth. Such linkages are more specifically supported by extended tenure of office for those in senior leadership roles, clear delineation of roles and responsibilities, the adoption of an outward growth-oriented focus and adaptable structures that encourage wider participation in leadership and management functions for the fulfilment of the organisation's mission. Most significantly, these organisations plan with change and growth in mind.Practical implicationsThe findings of this research have transferable value to other not-for-profit, membership-based, value-driven organisations as well as other faith-based organisations, which will help to provide future linkages between leadership structures, decision-making and organisational design and its impact on the not-for-profit organisations' capacity for sustained growth.Originality/valueThis research challenges previous conceptions on UK church growth trends and observes that all the case organisations presented different organisational structures which were intentionally designed, context specific and developed by leadership teams with sustained growth in mind. Results from psychometric testing of participants confirmed that senior leaders of large value-driven organisations that have demonstrated a capacity for sustained growth are consistently likely to exhibit leadership characteristics which demonstrate a balanced capacity for personal humility and a committed resolve or professional will, which is also reflected in a pragmatic-
{"title":"Strategic leadership, change and growth in not-for-profit, membership-based, value-driven organisations","authors":"Scott M. Andrews","doi":"10.1108/jocm-08-2021-0252","DOIUrl":"https://doi.org/10.1108/jocm-08-2021-0252","url":null,"abstract":"PurposeThis research paper takes an interdisciplinary approach, drawing from empirical data, to explore the relationship between organisational change management and strategic leadership to promote growth in value-driven, membership-based organisations through a qualitative multi-case-based analysis and to provide a discussion on the philosophies and practices of leadership teams which underpin successful organisational change within such not-for-profit organisations.Design/methodology/approachEach participating organisation had 700+ members, had previously experienced prolonged periods of auditable membership growth and employed distinctly different organisational models to facilitate growth. A qualitative multi-case study approach was adopted informed by 32 interviews with eight leadership teams. A thematic analysis provided a comparative review of responses.FindingsAll case study organisations emphasised the significance of strategic leadership teams and clearly communicated vision and flexible organisational structures as central to their strategic planning and subsequent growth. This builds on previous research which has explored organisational change in not-for-profit organisations and strategic leadership in not-for-profit organisations, which explores the strong linkages between the roles and functions of strategic leadership, organisational structures designed with the adaptive capacity to manage continuous and convergent change and their impact on sustained growth. Such linkages are more specifically supported by extended tenure of office for those in senior leadership roles, clear delineation of roles and responsibilities, the adoption of an outward growth-oriented focus and adaptable structures that encourage wider participation in leadership and management functions for the fulfilment of the organisation's mission. Most significantly, these organisations plan with change and growth in mind.Practical implicationsThe findings of this research have transferable value to other not-for-profit, membership-based, value-driven organisations as well as other faith-based organisations, which will help to provide future linkages between leadership structures, decision-making and organisational design and its impact on the not-for-profit organisations' capacity for sustained growth.Originality/valueThis research challenges previous conceptions on UK church growth trends and observes that all the case organisations presented different organisational structures which were intentionally designed, context specific and developed by leadership teams with sustained growth in mind. Results from psychometric testing of participants confirmed that senior leaders of large value-driven organisations that have demonstrated a capacity for sustained growth are consistently likely to exhibit leadership characteristics which demonstrate a balanced capacity for personal humility and a committed resolve or professional will, which is also reflected in a pragmatic-","PeriodicalId":47958,"journal":{"name":"Journal of Organizational Change Management","volume":" ","pages":""},"PeriodicalIF":2.8,"publicationDate":"2023-06-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45702351","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-06-09DOI: 10.1108/jocm-11-2021-0354
A. Erro-Garcés, María Elena Aramendia-Muneta
PurposeThis article aims to analyse the impact of data analytics and robots on firms' performance across Europe.Design/methodology/approachThis paper aims to examine the impact of data analytics and robots on companies' performance, multilevel models are estimated. Empirical research is based on the fourth round of the European Company Survey 2019.FindingsThe main findings show that human resource management practices (HRMP) are relevant to explain firms' profits. Therefore, human resource practices and technology are complementary resources to achieve higher results. A positive and significant relation between profits and the use of data analytics to monitor employee performance was found. In addition, positive and significant relations between human resource practices and profitability were obtained.Practical implicationsFrom a practical perspective, this article helps to understand the role of technological and human factors in profitability, and it emphasises the relevance of human resource strategies and technology to accomplish business outcomes.Originality/valueThis study’s findings reinforce the concept of Industry 5.0 which highlights the role of humans in the digitalisation process.
{"title":"The role of human resource management practices on the results of digitalisation. From Industry 4.0 to Industry 5.0","authors":"A. Erro-Garcés, María Elena Aramendia-Muneta","doi":"10.1108/jocm-11-2021-0354","DOIUrl":"https://doi.org/10.1108/jocm-11-2021-0354","url":null,"abstract":"PurposeThis article aims to analyse the impact of data analytics and robots on firms' performance across Europe.Design/methodology/approachThis paper aims to examine the impact of data analytics and robots on companies' performance, multilevel models are estimated. Empirical research is based on the fourth round of the European Company Survey 2019.FindingsThe main findings show that human resource management practices (HRMP) are relevant to explain firms' profits. Therefore, human resource practices and technology are complementary resources to achieve higher results. A positive and significant relation between profits and the use of data analytics to monitor employee performance was found. In addition, positive and significant relations between human resource practices and profitability were obtained.Practical implicationsFrom a practical perspective, this article helps to understand the role of technological and human factors in profitability, and it emphasises the relevance of human resource strategies and technology to accomplish business outcomes.Originality/valueThis study’s findings reinforce the concept of Industry 5.0 which highlights the role of humans in the digitalisation process.","PeriodicalId":47958,"journal":{"name":"Journal of Organizational Change Management","volume":" ","pages":""},"PeriodicalIF":2.8,"publicationDate":"2023-06-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44913331","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-05-29DOI: 10.1108/jocm-10-2022-0302
André Ullrich, Malte Reißig, Silke Niehoff, G. Beier
PurposeThis paper provides a systematization of the existing body of literature on both employee participation goals and the intervention formats in the context of organizational change. Furthermore, degrees of employee involvement that the intervention formats address are identified and related to the goals of employee participation. On this basis, determinants of employee involvement and participation in the context of digital transformation are unveiled.Design/methodology/approachBased on a systematic literature review the authors structure and relate employee participation goals and formats. Through a workshop with expert practitioners, the authors transfer and enhance these theoretical findings in the context of digital transformation. Experts rated the three most important goals and identified accompanying success factors, barriers and effects.FindingsThe results show that it is not necessarily the degree of involvement but a context-specific selection of measures, the quality of their implementation as well as the actual uptake of suggestions and activities developed by employees that contribute to employees accepting and participating in goal-directed transformations. Moreover, employees must have sufficient information and time for their participation in transformation processes.Originality/valueThis paper is based on a transformative approach, combining literature analysis to identify formats and goals of employee participation with experiential knowledge of digital transformation practitioners. In addition to relating intervention formats to goals pursued in organizational change processes, empirical and experiential perspectives are used to identify three very relevant goals and respective determinants in digital transformation processes.
{"title":"Employee involvement and participation in digital transformation: a combined analysis of literature and practitioners' expertise","authors":"André Ullrich, Malte Reißig, Silke Niehoff, G. Beier","doi":"10.1108/jocm-10-2022-0302","DOIUrl":"https://doi.org/10.1108/jocm-10-2022-0302","url":null,"abstract":"PurposeThis paper provides a systematization of the existing body of literature on both employee participation goals and the intervention formats in the context of organizational change. Furthermore, degrees of employee involvement that the intervention formats address are identified and related to the goals of employee participation. On this basis, determinants of employee involvement and participation in the context of digital transformation are unveiled.Design/methodology/approachBased on a systematic literature review the authors structure and relate employee participation goals and formats. Through a workshop with expert practitioners, the authors transfer and enhance these theoretical findings in the context of digital transformation. Experts rated the three most important goals and identified accompanying success factors, barriers and effects.FindingsThe results show that it is not necessarily the degree of involvement but a context-specific selection of measures, the quality of their implementation as well as the actual uptake of suggestions and activities developed by employees that contribute to employees accepting and participating in goal-directed transformations. Moreover, employees must have sufficient information and time for their participation in transformation processes.Originality/valueThis paper is based on a transformative approach, combining literature analysis to identify formats and goals of employee participation with experiential knowledge of digital transformation practitioners. In addition to relating intervention formats to goals pursued in organizational change processes, empirical and experiential perspectives are used to identify three very relevant goals and respective determinants in digital transformation processes.","PeriodicalId":47958,"journal":{"name":"Journal of Organizational Change Management","volume":" ","pages":""},"PeriodicalIF":2.8,"publicationDate":"2023-05-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44644302","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-05-22DOI: 10.1108/jocm-04-2023-0121
Badrinarayan Shankar Pawar
PurposeThis paper reviews 18 workplace spirituality scales developed over a period of 23 years from year 2000 to early 2023. The objective is to provide inputs which can guide future researchers in choosing an existing appropriate workplace spirituality scale and in adopting sound scale development procedures for the development of new workplace spirituality scales.Design/methodology/approachThis paper outlines the need for and importance of carrying out a review of workplace spirituality scales. Thereafter, it carries out a review of each of the 18 workplace spirituality scales. It describes 10 overall limitations of the collective set of workplace spirituality scales. Finally, five future research directions are outlined.FindingsThe review indicates that most of the workplace spirituality scales have limitations associated with them. The collective set of workplace spirituality scales also has several overall limitations.Research limitations/implicationsThe review suggests that workplace spirituality researchers need to exercise caution in choosing an appropriate existing workplace spirituality scale for their research. The review also provides directions for the future research for developing more adequate workplace spirituality scales.Practical implicationsThe inputs from this review will contribute to improve the practice of workplace spirituality research.Social implicationsAs workplace spirituality can make organizations more beneficial for employees and the society, this review's contribution to improving workplace spirituality research has an indirect social significance.Originality/valueThis is, to the author's knowledge, the first comprehensive review of 18 workplace spirituality scales developed over a period of 23 years from year 2000 to 2023.
{"title":"A review of workplace spirituality scales","authors":"Badrinarayan Shankar Pawar","doi":"10.1108/jocm-04-2023-0121","DOIUrl":"https://doi.org/10.1108/jocm-04-2023-0121","url":null,"abstract":"PurposeThis paper reviews 18 workplace spirituality scales developed over a period of 23 years from year 2000 to early 2023. The objective is to provide inputs which can guide future researchers in choosing an existing appropriate workplace spirituality scale and in adopting sound scale development procedures for the development of new workplace spirituality scales.Design/methodology/approachThis paper outlines the need for and importance of carrying out a review of workplace spirituality scales. Thereafter, it carries out a review of each of the 18 workplace spirituality scales. It describes 10 overall limitations of the collective set of workplace spirituality scales. Finally, five future research directions are outlined.FindingsThe review indicates that most of the workplace spirituality scales have limitations associated with them. The collective set of workplace spirituality scales also has several overall limitations.Research limitations/implicationsThe review suggests that workplace spirituality researchers need to exercise caution in choosing an appropriate existing workplace spirituality scale for their research. The review also provides directions for the future research for developing more adequate workplace spirituality scales.Practical implicationsThe inputs from this review will contribute to improve the practice of workplace spirituality research.Social implicationsAs workplace spirituality can make organizations more beneficial for employees and the society, this review's contribution to improving workplace spirituality research has an indirect social significance.Originality/valueThis is, to the author's knowledge, the first comprehensive review of 18 workplace spirituality scales developed over a period of 23 years from year 2000 to 2023.","PeriodicalId":47958,"journal":{"name":"Journal of Organizational Change Management","volume":" ","pages":""},"PeriodicalIF":2.8,"publicationDate":"2023-05-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48895389","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-05-05DOI: 10.1108/jocm-06-2022-0184
L. Hooi, Ai Joo Chan
PurposeEngaged employees are an organization’s competitive advantage because the employees are willing to strive for organizational excellence. This paper examines employee engagement (EE), taking workplace digitalization as the mediator. The authors developed an integrated framework introducing transformational leadership and innovative culture as EE antecedents in workplace digitalization settings. Specifically, the authors argue that transformational leadership and innovative culture influence EE directly and indirectly through workplace digitalization.Design/methodology/approachA total of 256 valid online-survey samples were used in the structural equation modeling (SEM) tests. The respondents were the management-level executives of Selangor/Kuala Lumpur-based Malaysian companies.FindingsThe authors' findings support that workplace digitalization positively influences EE. Unlike transformational leadership, innovative culture positively influences workplace digitalization. Further, innovative culture directly affects EE and indirectly through workplace digitalization, albeit partially. Transformational leadership directly influences EE but is insignificant through workplace digitalization.Practical implicationsThe findings suggest that organizations that wish to fast-track EE can cultivate an innovative culture to facilitate employees' acceptance of workplace digitalization and enhance EE.Originality/valueThe authors' research expands the interdisciplinary theoretical foundation on how employees' perception and acceptance of workplace digitalization add to EE by highlighting the roles of transformational leaders and innovative culture. The authors' research is among the first few investigating how transformational leadership and innovative culture affect EE in the presence of workplace digitalization. The authors also discussed workplace digitalization as a mediator to innovative culture–EE relationships.
{"title":"Does workplace digitalization matter in linking transformational leadership and innovative culture to employee engagement?","authors":"L. Hooi, Ai Joo Chan","doi":"10.1108/jocm-06-2022-0184","DOIUrl":"https://doi.org/10.1108/jocm-06-2022-0184","url":null,"abstract":"PurposeEngaged employees are an organization’s competitive advantage because the employees are willing to strive for organizational excellence. This paper examines employee engagement (EE), taking workplace digitalization as the mediator. The authors developed an integrated framework introducing transformational leadership and innovative culture as EE antecedents in workplace digitalization settings. Specifically, the authors argue that transformational leadership and innovative culture influence EE directly and indirectly through workplace digitalization.Design/methodology/approachA total of 256 valid online-survey samples were used in the structural equation modeling (SEM) tests. The respondents were the management-level executives of Selangor/Kuala Lumpur-based Malaysian companies.FindingsThe authors' findings support that workplace digitalization positively influences EE. Unlike transformational leadership, innovative culture positively influences workplace digitalization. Further, innovative culture directly affects EE and indirectly through workplace digitalization, albeit partially. Transformational leadership directly influences EE but is insignificant through workplace digitalization.Practical implicationsThe findings suggest that organizations that wish to fast-track EE can cultivate an innovative culture to facilitate employees' acceptance of workplace digitalization and enhance EE.Originality/valueThe authors' research expands the interdisciplinary theoretical foundation on how employees' perception and acceptance of workplace digitalization add to EE by highlighting the roles of transformational leaders and innovative culture. The authors' research is among the first few investigating how transformational leadership and innovative culture affect EE in the presence of workplace digitalization. The authors also discussed workplace digitalization as a mediator to innovative culture–EE relationships.","PeriodicalId":47958,"journal":{"name":"Journal of Organizational Change Management","volume":" ","pages":""},"PeriodicalIF":2.8,"publicationDate":"2023-05-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41355090","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-05-05DOI: 10.1108/jocm-09-2022-0271
Imen Safraou, D. Guiot
PurposeThis paper examines the relationship between “chronological age” and the individual difference variables: “Need for cognition” (NFC) and “Need for emotion” (NFE). More specifically, this study investigates the influence of these individual difference variables on elderly responses towards advertising.Design/methodology/approachThis study is based on a sample of 600 individuals. 300 elderly aged between 60 and 75 years old (average age: 67.67 years old), recruited from institutions and third age universities in Paris and 300 young adults, aged between 20 and 35 years old (average age: 25.14 years old) from academic institutions in Paris.FindingsThe findings show that NFC and NFE have different levels depending on age. Indeed, NFC is lower among older than younger individuals, and NFE is higher among older than younger individuals. Moreover, different levels in NFC and NFE may affect responses to ads. Thus, a high NFC can elicit more favorable cognitive responses to ads and a high NFE triggers more favorable affective responses.Research limitations/implicationsThe study investigates specifically the effects of chronological age on the individual difference variables NFC and NFE; however, the influence of chronological age on these individual variables may be affected by other variables such as subjective age, level of education and physical condition.Practical implicationsGiven that NFC and NFE are dynamic variables that change with age and that they influence responses to advertising, it would be necessary to take them into account and to integrate them when building management persuasion models specifically targeting the elderly.Originality/valueThis study focuses on the influence of individual variables (NFE and NFC) on responses to advertising, of an underexplored population: the elderly. This could help to better understand the persuasion mechanisms when it comes to targeting the elderly both outside and inside organizations, with deriving implications for change in management.
{"title":"The influence of need for cognition and need for emotion on elderly responses to advertising: an exploratory study and implications for change in management","authors":"Imen Safraou, D. Guiot","doi":"10.1108/jocm-09-2022-0271","DOIUrl":"https://doi.org/10.1108/jocm-09-2022-0271","url":null,"abstract":"PurposeThis paper examines the relationship between “chronological age” and the individual difference variables: “Need for cognition” (NFC) and “Need for emotion” (NFE). More specifically, this study investigates the influence of these individual difference variables on elderly responses towards advertising.Design/methodology/approachThis study is based on a sample of 600 individuals. 300 elderly aged between 60 and 75 years old (average age: 67.67 years old), recruited from institutions and third age universities in Paris and 300 young adults, aged between 20 and 35 years old (average age: 25.14 years old) from academic institutions in Paris.FindingsThe findings show that NFC and NFE have different levels depending on age. Indeed, NFC is lower among older than younger individuals, and NFE is higher among older than younger individuals. Moreover, different levels in NFC and NFE may affect responses to ads. Thus, a high NFC can elicit more favorable cognitive responses to ads and a high NFE triggers more favorable affective responses.Research limitations/implicationsThe study investigates specifically the effects of chronological age on the individual difference variables NFC and NFE; however, the influence of chronological age on these individual variables may be affected by other variables such as subjective age, level of education and physical condition.Practical implicationsGiven that NFC and NFE are dynamic variables that change with age and that they influence responses to advertising, it would be necessary to take them into account and to integrate them when building management persuasion models specifically targeting the elderly.Originality/valueThis study focuses on the influence of individual variables (NFE and NFC) on responses to advertising, of an underexplored population: the elderly. This could help to better understand the persuasion mechanisms when it comes to targeting the elderly both outside and inside organizations, with deriving implications for change in management.","PeriodicalId":47958,"journal":{"name":"Journal of Organizational Change Management","volume":" ","pages":""},"PeriodicalIF":2.8,"publicationDate":"2023-05-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44540570","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-04-19DOI: 10.1108/jocm-02-2023-512
Emeritus Slawomir Magala, M. Peris-Ortiz
{"title":"Guest editorial: In praise of streaming (First editorial in 2023)","authors":"Emeritus Slawomir Magala, M. Peris-Ortiz","doi":"10.1108/jocm-02-2023-512","DOIUrl":"https://doi.org/10.1108/jocm-02-2023-512","url":null,"abstract":"","PeriodicalId":47958,"journal":{"name":"Journal of Organizational Change Management","volume":" ","pages":""},"PeriodicalIF":2.8,"publicationDate":"2023-04-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45484746","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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