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Category: Organizational Change

Ambiguity: the emerging impact of mindfulness for change leaders

Ambiguity: the emerging impact of mindfulness for change leaders

Organizations around the world have a growing need to adapt faster and faster. During a time of rapid adaptation to new systems and strategies, what has worked for organizations and their members in the past is simply not enough as transformational change is required, and substantial ambiguity mounts. Today the demand for change leaders that can effectively deal with ambiguity is high. At the same time, recent organizational research suggests that leaders drawing on mindfulness manage ambiguity in new and…

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Organizational-level Interventions: Employee Perceptions and Psychosocial Outcomes

Organizational-level Interventions: Employee Perceptions and Psychosocial Outcomes

Organizational-level occupational health interventions are a very popular method to adapt changes in the workplace. However, there are conflicting impacts of this kind of change. This study takes place over two years (2005 and 2007) to assess the association of employee perceptions of exposure to interventions and the psychosocial outcomes. Who conducted the study? Henna Hasson of Karolinska Institutet Department of Learning, Informatics, Management and Ethics, Medical Management Centre (Sweden); URESP, Centre de recherche FRSQ du Centre hospitalier affilié universitaire…

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Attachment Issues: Leader-Subordinate Relationships After Voluntary Departures

Attachment Issues: Leader-Subordinate Relationships After Voluntary Departures

Who conducted the study? The study was conducted by Debra L. Shapiro of The University of Maryland, Peter Hom of Arizona State University, Wei Shen of Arizona State University, and Rajshreee Agarwal of The University of Maryland. What was the aim of the study? Researchers in this particular field of study has identified that when a leader in the workplace leaves the organization, subordinates have a tendency to increase their likelihood of leaving the company they are working for, known…

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Disruptive Employee Engagement

Disruptive Employee Engagement

What a fantastic event tonight! Such an engaging and innovative approach to talent management. Thanks to Kyle Hermans! Also thanks to the huge turnout of attendees. Description below. Kyle Hermans will present an interactive discussion that explores disruptive employee engagement. He will explore the roadblocks that stand in the way to building a strong employee experience and how to overcome them to lay the foundation for a change ready culture. Kyle currently holds the position of Partner at Lippincott, a…

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Flourishing Via Workplace Relationships: Moving Beyond Instrumental Support

Flourishing Via Workplace Relationships: Moving Beyond Instrumental Support

The study of meaning, positive experiences, and life satisfaction, are increasingly gaining attention in organizational literature all around the world. With the wave of millennials now entering the workplace, there are changing expectations and growing appetites to find meaning at work. A new generation in business and a new generation for business is emerging. Today, the value of flourishing in the workplace is a critical element to be considered for business strategy, from talent acquisition and employee retention to organizational…

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Tie Loss and Tie Gain

Tie Loss and Tie Gain

Who conducted the study? Claudia D. Jonczyk, Yonghoon G. Lee, and Charles D. Galunic. What did they find? Results showed that professionals who have accumulated more job experience are less likely to shed contacts. Also, those who had gained more contacts during their transition were also less likely to lose contacts. It seems that, rather than crowding out existing contacts, professionals try to add more people in their network during role transition. It was revealed that contacts who are partners…

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Employee Resistance to Organizational Change: Managerial Influence Tactics and Leader-Member Exchange

Employee Resistance to Organizational Change: Managerial Influence Tactics and Leader-Member Exchange

Who conducted the study? Stacie A. Furst from the University of Cincinnati, and Daniel M. Cable from the University of North Carolina at Chapel Hill. What was the aim of the study? The aim of the study was to determine the ideal influence tactics to compensate for employee resistance during organizational change. Researchers focused on using the Leader-member exchange (LMX) to correlate tactics with positive or negative results to employee resistance. LMX suggests exchanges  between employees and their managers develop a…

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Shifting Legitimacy Judgments and Emotional Reactions Impacting The Implementation of Radical Change

Shifting Legitimacy Judgments and Emotional Reactions Impacting The Implementation of Radical Change

Radical organizational change is sometimes necessary for companies on the decline and trying to stay afloat. Most of the current literature in this area focuses on the up-front strategic planning, rather than the stages of the change process—particularly implementation. This qualitative study however, explores how emotional factors and legitimacy judgments interplay over phases of time during the radical organizational change process. Who Conducted the Study? Quy Nguyen Huy, Kevin G. Corley, and Matthew S. Kraatz, Quy Nguyen Huy is an…

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Resources for change and the importance of organizational inducements and psychological resilience

Resources for change and the importance of organizational inducements and psychological resilience

The research paper aimed to test employee attitudes toward organizational change as a consequence of organizational inducements and employee psychological resilience. Who conducted the study? Jiseon Shin, M.Susan Taylor and Myeong-Gu Seo, Global Business Administration Department at the University of Maryland, College Park. What did they find? The authors found that the organizational inducements and resilience are two main factors that positively affect employees’ commitment to change (two types: normative and affective commitment). These two types of commitment to change…

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Structure is not organization, or, Ce n’est pas une organization

Structure is not organization, or, Ce n’est pas une organization

An iconic management consulting article written more than three decades ago by several legendary Bay Area organization development (or effectiveness) consultants. Still relevant today. “Our assertion is that productive organizational change is not simply a matter of structure, although structure is important. It is not so simple as the interaction between strategy and structure, although strategy is critical too. Our claim is that effective organizational change is really the relationship between structure, strategy, systems, style, skills, staff, and something we…

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