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The limits of convergence
This book challenges the widely accepted notion that globalization encourages economic convergence--and, by extension, cultural homogenization--across national borders. A systematic comparison of organizational change in Argentina, South Korea, and Spain since 1950 finds that global competition forces countries to exploit their distinctive strengths, resulting in unique development trajectories.
eBook
Research in Organizational Change and Development
Volume 28 of Research in Organizational Change and Developmentcontinues the tradition of providing insightful and thought provoking chapters with new conceptual insights and robust empirical studies. This volume provides an enriching body of knowledge on contemporary challenges in organizational change and development.
eBook
The Role of Leadership in Managing Change
Organisational change is a sophisticated and challenging process. As a result, many organisations that embark on change initiatives fail to achieve their intended goals and sometimes change leads to high costs, which undermine its benefits. However, despite these challenges, it is becoming increasingly important for organisations to embrace change for their survival and success owing to the dynamic and rapidly changing business environment caused mainly by technological advancement. This research aimed to investigate the role of leadership in managing change. The study employed a qualitative approach and drew a sample of 10 participants who are department managers. These candidates perform managerial and leadership responsibilities in the organization understudy. The study employed purposive sampling and thematic analysis to analyse the data. The findings suggested that leadership plays a fundamental role in change management. The leadership roles found include motivating employees, creating a vision for change, communicating change, planning for change, creating a conducive environment for change, getting employees’ buy-in and leading staff by example.
Journal Article
Procedural justice as a moderator of the relationship between organizational change intensity and commitment to organizational change
Purpose
The purpose of this paper is to investigate how and why different forms of organizational change have different levels of organizational intensity, which in turn differentiate its impact on commitment to organizational change (COC). Its purpose is to also identify how procedural justice can reduce change-related stress and buffer the strain inducing effects of job demands.
Design/methodology/approach
The authors tested the hypotheses using data collected from two sources in Korea. First, the authors conducted a survey in several organizations to identify employees’ attitudes and stress during organizational change. Second, the author surveyed MBA students to evaluate the degree of organizational change intensity (severity) across the types of change.
Findings
There is a hierarchy of the severity of organizational change and the most severe forms of change are the ones that impact employees’ job security and organizational identity. The influence of job demands (represented as organizational change intensity-severity) on COC can depend on the nature of COC. Procedural justice not only facilitates employees to accept values and goals pertaining to organizational change but also adapt themselves to pressures of external change. Buffering effects of job resources (represented as job resources) had significant impacts only on normative commitment to organizational change (NCOC).
Research limitations/implications
This study contributes to the job demands-resources model by considering organizational change intensity as job demands and procedural justice as job resources and showing the relationships among them. Future studies can further extend the model by identifying other variables related to job demands and resources during organizational change and extending the nomological networks of NCOC and continuance commitment to organizational change.
Practical implications
The results of this study provide important insights for human resource managers who plan and implement organizational changes. Procedural justice and organizational change intensity-severity should be considered to increase commitment to change.
Originality/value
This study is one of the few studies to identify the different types of organizational change and quantify them to measure organizational change intensity-severity. A new finding is that the buffering role of job resources (procedural justice in this study) can be marginal when the influence of job demands on employees’ attitudes is strong.
Journal Article