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Can positive employees help positive organizational change
- Journal of Applied Behavioral Science
, 2008
"... This Article is brought to you for free and open access by the Management Department at DigitalCommons@University of Nebraska- Lincoln. It has ..."
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Cited by 36 (2 self)
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This Article is brought to you for free and open access by the Management Department at DigitalCommons@University of Nebraska- Lincoln. It has
The impact of team members’ cultural values on productivity, cooperation, and empowerment in self-managing work teams
- J. Cross-Cultural Psych
, 2001
"... the United States, we examined the extent to which team members ’ resistance to SMWTs mediated the rela-tionships between team members ’ cultural values and team effectiveness. Specifically, we found that teams higher, rather than lower, in collectivism were also more productive, cooperative, and em ..."
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the United States, we examined the extent to which team members ’ resistance to SMWTs mediated the rela-tionships between team members ’ cultural values and team effectiveness. Specifically, we found that teams higher, rather than lower, in collectivism were also more productive, cooperative, and empowered; and that these relationships were fully mediated by the level of team resistance to the team-related aspect of SMWTs. Also, we found that teams that were more, rather than less, doing-oriented were also more empowered, and that this relationship was fully mediated by the level of team resistance to the self-managing aspect of SMWTs. The findings suggest that it may behoove managers who are charged with implementing SMWTs to pay close attention to the predominant cultural values inherent in the teams they lead. Additional practical and theoretical implications are discussed.
The Anatomy of Change
- National Association of Secondary School Principals Bulletin, XLVII
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Organizational change recipients' beliefs scale development of an assessment instrument
- The Journal of Applied Behavioral Science
, 2007
"... Based on research conducted by organizational scientists dating to the 1940s, the authors identified five important precursors that determine the degree of buy-in by organizational change recipients. The authors assembled these independent precursors into a framework labeled organizational change re ..."
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Cited by 9 (1 self)
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Based on research conducted by organizational scientists dating to the 1940s, the authors identified five important precursors that determine the degree of buy-in by organizational change recipients. The authors assembled these independent precursors into a framework labeled organizational change recipients ’ beliefs and developed a psychometrically sound self-report questionnaire that can be used to gauge progress of organizational change efforts. The authors describe a series of four studies used to develop a 24-item assessment tool that can be administered at any stage of the change process. The information obtained can serve as (a) a barometer of the degree of buy-in among change recipients, (b) an assessment of deficiencies in specific beliefs that can adversely impact the success of an organizational change, and (c) a basis for planning and executing actions to enhance buy-in among organizational change recipients.
From Reengineering to Process Management – A Longitudinal Study of BPR in a Danish Manufacturing Company
- In Proceedings of the 34th Hawaii International Conference on System Sciences (HICSS 34). January 3-6, 2001, Island of Maui
, 2001
"... This paper is a longitudinal study of BPR initiatives at Enzyme Business carried out between January 1994 and March 1998 in Novo Nordisk A/S, one of the largest companies in Denmark and the world's largest producer of industrial enzymes with a market share of more than 50%. The paper provides e ..."
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Cited by 5 (3 self)
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This paper is a longitudinal study of BPR initiatives at Enzyme Business carried out between January 1994 and March 1998 in Novo Nordisk A/S, one of the largest companies in Denmark and the world's largest producer of industrial enzymes with a market share of more than 50%. The paper provides empirical insight from a number of BPR-projects and related BPR-initiatives, e.g. Business System Reengineering projects. The paper suggests that reengineering focusing on process orientation and customer satisfaction in a functional organisation is a valid alternative to a fully implemented process organisation. Novo Nordisk Enzyme Business employs this approach by integrating functional, industrial, and business process strategies. As no process owner exists in this setting, a role as a so-called Flowmaker is established in order to facilitate and further streamline the activities of each reengineered process. Furthermore, it is concluded that several iterations in the Business System Diamond is required in order to mature the organisation in applying and obtaining success by the concept of Business Process Reengineering.
Diversity Management in Organizational Change: Towards a Systemic Framework
"... Change is now a key concern of most business organizations, but the management of change (MOC) appears weak, with research suggesting that, at least in part, the methodologies used are responsible for this weakness. By outlining an alternative systemic MOC framework for action, and pointing to how t ..."
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Cited by 3 (0 self)
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Change is now a key concern of most business organizations, but the management of change (MOC) appears weak, with research suggesting that, at least in part, the methodologies used are responsible for this weakness. By outlining an alternative systemic MOC framework for action, and pointing to how this might be applied, this paper recommends an approach to MOC which seeks to address some of these current methodological shortcomings. A critical examination and classification of organizational change are conducted, leading to a categorization of approaches to change, and allowing critical assessment of the benefits and limitations of current approaches. Systems perspectives and their relevance to MOC are discussed, and by combining MOC and systems perspectives a systemic MOC framework is developed. This study suggests that MOC is characterized by diversity and interaction, for which systemic perspectives are more appropriate than the approaches currently applied. The systemic framework developed is thus seen to be a useful way of helping understand and manage
Revisiting resistance to change at the university. An interpretative approach
, 2004
"... Generally perceived as a negative phenomenon to overcome, resistance to change (RTC) has been discussed widely in the organization literature. However, opting for a manichean view of RTC seems to be simplistic. In this paper we focus on exploring professors ' reactions to change induced by the ..."
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Generally perceived as a negative phenomenon to overcome, resistance to change (RTC) has been discussed widely in the organization literature. However, opting for a manichean view of RTC seems to be simplistic. In this paper we focus on exploring professors ' reactions to change induced by the Bologna reform at the university. Based on 38 in-depth interviews and using Pettigrew's framework (context – content – process), we observe that reactions to change are mostly ambivalent, containing both positive and negative representations. This leads us to introduce the concept of reluctance to change as a result of the ambivalent reactions. Going further in our exploration, we emphasize some main elements that explain the negative representations: a lack of shared vision, an uncertain political context and a perceived lack of resources. We also emphasize incompatibilities that nurture ambivalence: a university culture characterized by stability, slowness, academic freedom, incremental and consensus-based change, is not adapted to the Bologna reform, which occurs with an overall sense of urgency, a rapid rhythm of adaptation, an imposed and complex process. This paper shows that university is not a simple and homogenous organization since it is composed of different subcultures. Based on these results, we suggest university managers develop a common sense-making and take reluctance to change into account as an indicator of future potential brakes in the Bologna process.
BY PIERRE COLLERETTE,
"... This article is the fourth in a series dealing with the issue of managing change in organizations. Each article deals with a specific problem and proposes measures or approaches for dealing with it. In this article, we examine in general how adaptation to change is experienced by the members of an o ..."
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This article is the fourth in a series dealing with the issue of managing change in organizations. Each article deals with a specific problem and proposes measures or approaches for dealing with it. In this article, we examine in general how adaptation to change is experienced by the members of an organization and focus in particular on the awakening stage.
2 THE CHANGE CLIMATE QUESTIONNAIRE: SCALE DEVELOPMENT
"... 3 On the basis of a step-by-step procedure (see Hinkin, 1998), this article discusses the design and evaluation of a self-report questionnaire (Change Climate Questionnaire) that can be used to gauge the internal context of change, the process factors of change, and readiness for change. The authors ..."
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Cited by 1 (0 self)
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3 On the basis of a step-by-step procedure (see Hinkin, 1998), this article discusses the design and evaluation of a self-report questionnaire (Change Climate Questionnaire) that can be used to gauge the internal context of change, the process factors of change, and readiness for change. The authors describe four studies used to develop a psychometric sound 42-item assessment tool that can be administered in organizational settings. In all, more than 3,000 organizational members from public and private sector companies participated in the validation procedure of the CCQ. The information obtained from the analyses yielded five internal context dimensions, three change process dimensions, and three facets of readiness for change.
Fleet Conversion in Local Government Determinants of Driver Fuel Choice for Bi-Fuel Vehicles
, 2009
"... This study evaluates the conversion of one local government’s fleet from gaso-line to bi-fuel E-85, compressed natural gas, and liquid propane gas powered vehicles at the midpoint of a 10-year conversion plan. This study employs a behavioral model based on the theory of reasoned action to explore fa ..."
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This study evaluates the conversion of one local government’s fleet from gaso-line to bi-fuel E-85, compressed natural gas, and liquid propane gas powered vehicles at the midpoint of a 10-year conversion plan. This study employs a behavioral model based on the theory of reasoned action to explore factors that influence an individual’s perceived and actual use of alternative fuels. Analysis is based on survey data collected from primary drivers of bi-fuel fleet vehicles at the Forest Preserve District of DuPage County, Illinois. Findings show that environmental attitudes do not have a significant effect on actual or perceived use; however, external variables such as fueling convenience, vehicle perfor-mance, and the extent of informal communication significantly affect the dri-ver’s likelihood of using alternative fuel. The results have implications for fleet managers that could promote regulatory and infrastructural developments to achieve higher rates of alternative fuel use.
