The Experts below are selected from a list of 55098 Experts worldwide ranked by ideXlab platform
Shaul Oreg - One of the best experts on this subject based on the ideXlab platform.
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personality context and resistance to Organizational Change
European Journal of Work and Organizational Psychology, 2006Co-Authors: Shaul OregAbstract:The article proposes and tests a model of resistance to Organizational Change. Contrary to most works on resistance, resistance was conceptualized here as a multifaceted construct. Relationships among resistance components and employees' personalities, the Organizational context, and several work-related outcomes were examined. Through a study of 177 employees, both personality and context have been found to significantly associate with employees' attitudes towards a large-scale Organizational Change. These attitudes were, in turn, significantly associated with employees' job-satisfaction, Organizational commitment, and intention to leave the organization.
Myungweon Choi - One of the best experts on this subject based on the ideXlab platform.
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employees attitudes toward Organizational Change a literature review
Human Resource Management, 2011Co-Authors: Myungweon ChoiAbstract:Organizations are increasingly required to improve their ability to enhance employees' support or acceptance for Change initiatives. In studies that have examined the conditions in which employees support Organizational Change, researchers have focused on various attitudinal constructs that represent employees' attitudes toward Organizational Change. The constructs, which frequently serve as key variables in these studies, include readiness for Change, commitment to Change, openness to Change, and cynicism about Organizational Change. These constructs have distinct meanings and emphases and therefore they can provide us with different information regarding employees' evaluation of and concerns about particular Change initiatives. In this literature review, the author discusses how the constructs are defined in the Organizational Change literature and synthesizes the antecedents of each construct. Based on the discussion, it is proposed that the constructs are susceptible to situational variables, and may Change over time as individuals' experiences Change; therefore, they are better conceptualized as states than as personality traits. ©2011 Wiley Periodicals, Inc.
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Employees' attitudes toward Organizational Change: A literature review
Human Resource Management, 2011Co-Authors: Myungweon ChoiAbstract:Organizations are increasingly required to improve their ability to enhance employees’ support or acceptance for Change initiatives. In studies that have examined the conditions in which employees support Organizational Change, researchers have focused on various attitudinal constructs that rep- resent employees’ attitudes toward Organizational Change. The constructs, which frequently serve as key variables in these studies, include readiness for Change, commitment to Change, openness to Change, and cynicism about Organizational Change. These constructs have distinct meanings and empha- ses and therefore they can provide us with different information regarding employees’ evaluation of and concerns about particular Change initiatives. In this literature review, the author discusses how the constructs are defi ned in the Organizational Change literature and synthesizes the antecedents of each construct. Based on the discussion, it is proposed that the constructs are susceptible to situational variables, and may Change over time as individuals’ experiences Change; therefore, they are better conceptualized as states than as personality traits.
Michael B Elmes - One of the best experts on this subject based on the ideXlab platform.
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technological embeddedness and Organizational Change
Organization Science, 2007Co-Authors: Olga Volkoff, Diane M Strong, Michael B ElmesAbstract:While various theories have been proposed to explain how technology leads to Organizational Change, in general they have focused either on the technology and ignored the influence of human agency, or on social interaction and ignored the technology. In this paper, we propose a new theory of technology-mediated Organizational Change that bridges these two extremes. Using grounded theory methodology, we conducted a three-year study of an enterprise system implementation. From the data collected, we identified embeddedness as central to the process of Change. When embedded in technology, Organizational elements such as routines and roles acquire a material aspect, in addition to the ostensive and performative aspects identified by Feldman and Pentland (2003). Our new theory employs the lens of critical realism because in our view, common constructivist perspectives such as structuration theory or actor network theory have limited our understanding of technology as a mediator of Organizational Change. Using a critical realist perspective, our theory explains the process of Change as a three-stage cycle in which the ostensive, performative, and material aspects of Organizational elements interact differently in each stage.
Samed Raçi - One of the best experts on this subject based on the ideXlab platform.
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The Role of Leadership in Achieving Sustainable Organizational Change and the Main Approaches of Leadership during Organizational Change
Academic Journal of Interdisciplinary Studies, 2015Co-Authors: Jeton Zogjani, Samed RaçiAbstract:In this research paper is analysed the role of leadership in Organizational Change and is identify the main approaches that leaders implement during Organizational Change. The leadership role in process of Organizational Change is very necessary and the responsibility of leadership is due of continuous development of Organizational environment and evolutions of internal and external environments in Organizational Change. The process of Change is associated with different difficulties and during process of Change, leadership is challenged from these difficulties and in same time they have to create sustainable Organizational Change through their authority in decision making, experiences, educations and interpersonal relation within organization. In process of Change, leadership has different approaches and in this research paper is used effective approach of leadership and transformational leadership approaches. Then, as main objectives that are defined in this research papers, are as following: What is the main features and challenges in process of Change? Which is the role of leadership in Organizational Change? What is the impact of leadership toward outside development and ethical behaviour in process of Change? Which are the main actions that leaders need to have in process of Change? Which are the main approaches of leadership in process of Change? DOI: 10.5901/ajis.2015.v4n3p65
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Organizational Change in Business Environment and the Main Barriers during Organizational Changes
Academic Journal of Interdisciplinary Studies, 2015Co-Authors: Jeton Zogjani, Samed RaçiAbstract:In the business environment, the process of Organizational Change is the need of time, then this need is the result of dynamic and continuous development that have business environment in the domestic economy as well as the modern global economy. Managing the Organizational Changes is very important process for Organizational leadership. On one hand, the leadership constantly aims that the process of planning and implementing Changes in the business environment have to be more effective in organization while on the other side, employee resistance during Organizational Change and the cost of Change in the organization have be as minimal. The main objectives in this paper are as following: which are two main barriers in Organizational Change? Which is the key efficiency of Organizational Change? What effect they can have on Change and how they can manage? Which are the main approaches that businesses should prepare for Organizational Change? How is reasonable the Kurt Lewin’s model in Organizational Change, etc. In this research paper are identify different barriers that can appears during process of Organizational Change in business environment, such as: the first is power and in general the power is characterised as key elements in managerial achievement and as a main source of managerial efficiency in Organizational Change, then as similar barrier within the organisation Change can be social force, it aims to use their social influence to stop or delay Changes that affect them negatively in their interest; the second is described as mismanaging Change models and approaches in modern business environment and some evidence shown that 60% of reported projects in organization Change have failed, then theorists have argued that this model of Change in business environment are inadequate in the current economy. DOI: 10.5901/ajis.2015.v4n3p83
Theresa M Welbourne - One of the best experts on this subject based on the ideXlab platform.
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managerial coping with Organizational Change a dispositional perspective
Journal of Applied Psychology, 1999Co-Authors: Timothy A Judge, Carl J Thoresen, Vladimir Pucik, Theresa M WelbourneAbstract:In a departure from the Organizational development literature, this study hypothesized that managerial responses to Organizational Change are influenced by 7 dispositional traits (locus of control, generalized self-efficacy, self-esteem, positive affectivity, openness to experience, tolerance for ambiguity, and risk aversion). Data were collected from 6 organizations (N = 514) to test the hypotheses. The 7 traits were reduced to 2 factors: Positive Self-Concept and Risk Tolerance. Both of these trait factors significantly predicted self-reports and independent assessments of coping with Change. Results also indicated that coping with Organizational Change was related to extrinsic (salary, job level, plateauing, job performance) and intrinsic (Organizational commitment, job satisfaction) career outcomes and that coping mediated roughly half of the relationships between the dispositional factors and these career outcomes. In a recent review of the literature, Quinn, Kahn, and Mandl (1994) noted that research in the field of Organizational Change and development has evolved from four major paradigms: Organizational development, strategic choice, resource dependence-institutional theory, and population ecology. That all four of these paradigms consider Change at the Organizational level is a telling depiction of the Organizational Change literature. Research dealing with Organizational Change has been largely dominated by a macro, systems-oriented focus. Some researchers have called for a more micro, person-oriented focus pertaining to issues important in Change (Bray, 1994), yet micro-level research on Organizational Change remains limited. Studies of individual behavior in relation to Organizational Change typically have
