Digital Commons Network^™

Psychological Capital, Adaptability, Coping With Change, And Employee Engagement In A Multinational Company, Richard E. Hicks, Eva-Maria Knies

Richard Hicks

The Global Financial Crisis (GFC) affected many organizations across the world. There are numerous studies that have examined the financial impacts on organizations and employees but few that have investigated the human capabilities and qualities of employees who survived the crisis. The current study examined the relationships among Psychological Capital (PsyCap: involving self-efficacy, optimism, hope and resilience), individual and organizational adaptability in handling change, and employee engagement after the GFC of 2009, in a multinational organization with headquarters in Europe. The sample totaled 183 employees from across Europe, the US, and Asia. The Psychological Capital Questionnaire, the Utrecht Work Engagement …

Unpacking Unintended Consequences In Planned Organizationalchanges: A Process Model, Guowei Jian

Guowei Jian

The author develops a process model of the unintended consequences in planned organizational change that draws on the structuration, organizational change, and organizational tension literatures. The model depicts the communicative actions of both senior management and employees and reveals the dynamic through which unintended consequences unfold. The model extends theoretical understandings of planned organizational change and discusses how future research can build a dialectic and dialogic model of planned change focused on employee participation. The author illustrates the model with a case study of organizational change and its unintended consequences. The article concludes with insights on change management for practitioners …

Clearing The Smoke: Understanding Organizational Change Communication And Misalignment In High-Risk Contexts, Laura Young

Laura Young

Recent economic turbulence in the United States has resulted in budget cuts for many city-funded organizations, including high-risk organizations such as local fire departments. Budget cuts trigger organizational change and create uncertainty among employees, which is a major concern for high-risk organizations. This dissertation examined internal communication practices used during organizational change in an urban fire department and the influence of organizational structure and culture on communication satisfaction. This robust case study used a multi-method approach including interviews with middle managers (i.e., district majors), and focus groups and channel preference surveys with full-time firefighters from lower level ranks (i.e., firefighters, …

Project Management And Organizational Change, Lynn Crawford, Alicia Aitken, Anat Hassner-Nahmias

Lynn Crawford

Extract: Organizational changes have become recognized as a distinct type of project or program, and it may be argued that the majority of projects involve some degree of organizational and behavioral change. The degree of this change can be expected to be greater in projects where the purpose is to achieve organizational change, but even where the focus is on other outcomes, achievement of desired benefits may require structural changes and will generally involve some change in the way people do things. However, while project managers claim to be implementers of change, current project management standards focus on change control …

“There's No Participation In ‘Our’ Participatory-Action Research Project”: Overcoming Hierarchies In Service-Learning Partnerships, Julia Van Der Ryn, Omar Carrera

Julia van der Ryn

While strategic planning is widely recognized as a central component in the development of sustainable service-learning partnerships and university programs, institutions working to create organizational change often do not have a framework for how to address the power differentials among a diverse group of constituencies. Further, this framework should include all stakeholders in the analysis of the social, historical, and political contexts around service-learning partnerships.

In this study, participants in the service-learning program at Dominican University of California (DUC) explored the complexity of the social forces that influence communication and collaboration in service-learning. DUC faculty members designed a multiphase research …

Global Culture Concerns, Korcel M. Price

Korcel M Price

The following proposal seeks to change hiring, promoting, and firing practices among global and trans-national companies. The changes are intended to fortify the organization through better management, a better employee contract, and by moving closer to a learning organization.

At the heart of the proposal is the desire to move hiring, promoting, and firing practices to an external or internal third party, as means of creating a global culture that consistently applies the values of supra system’s organization.

Worker Attitudes To Technological And Organizational Change In The Steel Industry, Robert Castle, Raymond Markey, Don Bourne

Robert G. Castle

No abstract provided.

Do Leaders Reap What They Sow? Leader And Employee Outcomes Of Leader Cynicism About Organizational Change., Robert Rubin, Erich Dierdorff, William Bommer, Timothy Baldwin

Erich C. Dierdorff

Despite increased attention given to the attitude of organizational cynicism, few studies have examined the impact of leader cynicism in organizations. The present study sought to investigate relationships between leader cynicism about organizational change (CAOC) and outcomes relevant to both the leader (performance and organizational citizenship behavior ratings) and his/her employees (employee organizational commitment and CAOC). Using data from 106 manufacturing managers, leader CAOC was found to negatively influence both leader and employee outcomes. Of particular importance, transformational leader behavior was found to fully mediate these relationships and thus served as an important explanatory mechanism. A discussion concerning the potential …

Competent And Likeable? Protecting And Promoting Women’S Likeability In Employment Negotiations, Mara Olekalns, Carol Kulik

Mara Olekalns

Professional women earn less than their male counterparts and this salary gap largely results from the ways men and women negotiate employment terms. We integrate the Stereotype Content Model and Expectancy Violation Theory to explain why traditional “best practice” negotiation behaviors benefit male negotiators but backfire for female negotiators. Gender counter-normative behaviors create negative expectancy violations for women, generating cognitive and emotional backlash from their negotiation partners. We use this theoretical integration to identify alternative strategies that female employees and their employers can use to avoid negative expectancy violations and ensure that women are not disadvantaged in workplace negotiations.

Exposure To Intermediaries And The Meanings Managers Hold: Evidence From Manufacturing Best Practices Programs, Peter Cebon, E. Geoffrey Love

Peter Cebon

No abstract provided.

New Public Management Is Dead--Long Live Digital-Era Governance, Patrick Dunleavy, Helen Margetts, Simon Bastow, Jane Tinkler

Helen Z Margetts

The "new public management" (NPM) wave in public sector organizational change was founded on themes of disaggregation, competition, and incentivization. Although its effects are still working through in countries new to NPM, this wave has now largely stalled or been reversed in some key "leading-edge" countries. This ebbing chiefly reflects the cumulation of adverse indirect effects on citizens' capacities for solving social problems because NPM has radically increased institutional and policy complexity. The character of the post-NPM regime is currently being formed. We set out the case that a range of connected and information technology-centered changes will be critical for …

Delivering Legality On The Internet: Developing Principles For The Private Provision Of Commercial Law, Gillian K. Hadfield

Gillian K Hadfield

No abstract provided.