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Social and Behavioral Sciences Commons™
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Articles 1 - 5 of 5
Full-Text Articles in Social and Behavioral Sciences
Creating A Culture Of Engagement In Business Schools, Devin Lunt, Larry Chonko, Lisa A. Burke-Smalley
Creating A Culture Of Engagement In Business Schools, Devin Lunt, Larry Chonko, Lisa A. Burke-Smalley
Organization Management Journal
Business schools, in the face of various external pressures, are confronted with the daunting challenge of better engaging their constituents to achieve their learning mission. We call for engagement to play a unifying role in a business school’s culture. We incorporate relevant learning, marketing and change management concepts to first present conceptual tenets underlying our engagement model including co-creation of learning and students as works-in-progress. We then propose a plan for creating a culture of engagement in business schools to advance their learning mission, which broadly involves students, faculty, alumni, employers and administrators. The tactical plan is presented in four …
A Model And Test Of Individual And Organization Factors Influencing Individual Adaptation To Change, Jane D. Parent, Cheryl C. Sullivan, Christina Hardway, D. Anthony Butterfield
A Model And Test Of Individual And Organization Factors Influencing Individual Adaptation To Change, Jane D. Parent, Cheryl C. Sullivan, Christina Hardway, D. Anthony Butterfield
Organization Management Journal
This study analyzed the antecedents and outcomes of individual adaptation to a changing work environment. We developed and tested a model of both individual factors and organizational factors affecting individual responses to change. We hypothesized that individuals reporting higher levels of the antecedent variables would also report higher levels of adaptability. We also hypothesized better adaptors would perceive better work outcomes. The model was tested in a field study of 169 participants across four different organizations experiencing varying changes. Results indicated participation, role clarity, and optimism were positively related to adaptability. Further, we found that better adaptors were more satisfied …
Be Careful What You Ask For: How Inquiry Strategy Influences Readiness Mode, Leslie E. Serkera, Roxanne Zolin, J. Goosby Smith
Be Careful What You Ask For: How Inquiry Strategy Influences Readiness Mode, Leslie E. Serkera, Roxanne Zolin, J. Goosby Smith
Organization Management Journal
Much has been written about affecting change in the workplace, including how to help employees prepare for the process. However, little is known about how participation influences employees’ emotions and attitudes at the start of an intervention. By qualitatively analyzing conversations that were triggered by an organizational change effort, we explored how different inquiry strategies influence readiness for change. We examined four inquiry strategies by combining strength or deficit frames with individual or organizational focus. Distinctive conversational patterns emerged within each strategy, which we believe influence peoples’ change readiness. In this article we present four readiness modes to describe these …
An Empirical Investigation Into The Power Behind Empowerment, Raymond D. Gordon
An Empirical Investigation Into The Power Behind Empowerment, Raymond D. Gordon
Organization Management Journal
Using the four dimensional frame that Hardy and Leiba-O’Sullivan (1998) developed to conceptually explore the “power behind empowerment” the study empirically illustrates how a police organization’s reform program, which was designed to empower lower level officers, foundered on its own innocence. The reform program adopts a resources dependency approach to power, which resonates with the first of the four dimensional frames of power; unobtrusive forms of power embedded at a deeper level of the organizations social system, which are consistent with the third and fourth dimensional frames, remain unaccounted for. A research and methodological framework is developed to bring the …
An Empirical Investigation Into The Power Behind Empowerment, Raymond D. Gordon
An Empirical Investigation Into The Power Behind Empowerment, Raymond D. Gordon
Organization Management Journal
Using the four dimensional frame that Hardy and Leiba-O’Sullivan (1998) developed to conceptually explore the “power behind empowerment” the study empirically illustrates how a police organization’s reform program, which was designed to empower lower level officers, foundered on its own innocence. The reform program adopts a resources dependency approach to power, which resonates with the first of the four dimensional frames of power; unobtrusive forms of power embedded at a deeper level of the organizations social system, which are consistent with the third and fourth dimensional frames, remain unaccounted for. A research and methodological framework is developed to bring the …