Kathleen A. Stephenson, Joep P. Cornelissen, Svetlana N. Khapova
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引用次数: 0
Abstract
This study examines how organizational members cope with new work rhythms that are brought about by a strategic organizational change. Based on a two-year qualitative case study of a major strategic change in a research unit at a university that encouraged academics to embody an upbeat, energetic work rhythm, we identify four different modes of engaging with rhythms (syncing, tuning, figuring, and settling). We found that individual academics engaged rhythmically in different ways to meet this expected way of working and with discernible consequences for how they participated in the strategic change and ultimately were able to support the change, or not. Based on our study findings, we conceptualize a process model of rhythmic coping that highlights a central but often overlooked part of strategic change with significant implications for the success of a change as well as for the continued health and well-being of employees.
期刊介绍：
The Journal of Management Studies is a prestigious publication that specializes in multidisciplinary research in the field of business and management. With a rich history of excellence, we are dedicated to publishing innovative articles that contribute to the advancement of management and organization studies. Our journal welcomes empirical and conceptual contributions that are relevant to various areas including organization theory, organizational behavior, human resource management, strategy, international business, entrepreneurship, innovation, and critical management studies. We embrace diversity and are open to a wide range of methodological approaches and philosophical perspectives.
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