Organizational change is a system-wide phenomenon that begins at the individual level. “Change agents” are individual employees who act as catalysts for change. In an increasingly turbulent and competitive economic environment change agents are critical to successful organizational adaptation.
In fact the most radical organizational innovations come from lower level employees who are closest to the technical core of the organization.
Unfortunately organizational change has been studied almost exclusively at the system-level. There is very little empirical evidence on how individual employees drive change from the bottom up.
We’re currently conducting research to understand the ability, personality, and attitudes of effective change agents.
Monnot, M. J. (2016). Organizational change agent influence: a conditional process model of key individual psychological resources. Journal of Organizational Change Management.
Monnot, M. J., Wagner, S. & Beehr, T. A. (2011). A contingency model of union commitment and participation: Meta-analysis of the antecedents of militant and nonmilitant activities. Journal of Organizational Behavior, 32(8), 1127-1146