JOURNAL OF CHANGE MANAGEMENT最新文献

{"title":"Leadership for What, Why, for Whom and Where? A Responsibility Perspective","authors":"S. Kempster, B. Jackson","doi":"10.1080/14697017.2021.1861721","DOIUrl":"https://doi.org/10.1080/14697017.2021.1861721","url":null,"abstract":"ABSTRACT A major assumption for both leadership researchers and practitioners is that the relationship between leaders and followers is the pivotal concern for leadership. Viewing leadership through the lens of responsibility, however, changes the pivotal relationship substantially. The principal relationship concern becomes the relationship between leaders and their stakeholders. To better understand this relationship the article seeks to explore the question: Leadership for what purpose? The article offers an initial answer to this question by looking at the responsibilities of those who lead in the corporate world. In particular, we argue that leaders need to give primary attention to what they seek to achieve, why, for whom, and where. In this way the article seeks to (re)centre the concerns of leadership scholarship to address the challenges and responsibilities of those who seek to lead. The article offers an inter-disciplinary theory rooted in an inter-complementary perspective on capitalism, purpose and responsibility that enables organizational leaders to understand how the fiduciary duty of generating value for shareholders can be aligned with other stakeholder interests including employees, communities, societies, the environment and indeed humanity. This theory we describe as the ‘The theory of Good Dividends’.","PeriodicalId":47003,"journal":{"name":"JOURNAL OF CHANGE MANAGEMENT","volume":"21 1","pages":"45 - 65"},"PeriodicalIF":3.0,"publicationDate":"2021-01-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/14697017.2021.1861721","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48759858","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The Fault Lines of Leadership: Lessons from the Global Covid-19 Crisis","authors":"Thomas Maak, Nicola M. Pless, Franz Wohlgezogen","doi":"10.1080/14697017.2021.1861724","DOIUrl":"https://doi.org/10.1080/14697017.2021.1861724","url":null,"abstract":"ABSTRACT In this article, we reflect on the role that leadership has played in the response to the global Covid-19 crisis. We discuss two major ‘fault lines' of leadership: narcissism, and ideological rigidity. A fault line is a problem that may not be obvious under normal circumstances but could cause leadership to fail stakeholders and society at large in a defining moment such as a global pandemic. Using case examples from global political leaders we elaborate on these breaking points in crisis leadership and contrast them with the healing properties of leader compassion and mending forces of evidence-based decision making. We conclude our article with implications for responsible leadership research and practice.","PeriodicalId":47003,"journal":{"name":"JOURNAL OF CHANGE MANAGEMENT","volume":"21 1","pages":"66 - 86"},"PeriodicalIF":3.0,"publicationDate":"2021-01-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/14697017.2021.1861724","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43161584","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Leadership in the Implementation of Change: Functions, Sources, and Requisite Variety","authors":"J. Ford, L. Ford, B. Polin","doi":"10.1080/14697017.2021.1861697","DOIUrl":"https://doi.org/10.1080/14697017.2021.1861697","url":null,"abstract":"ABSTRACT Despite leadership being considered essential to successful organizational change, reviews of empirical research on the subject reveal inconsistencies in the approaches to, and measurements of, both leadership and its impact on change outcomes. The study and development of leadership should reach beyond the simple focus on individual leaders and ultimately broaden our view of how the most meaningful impact can be made. Toward this end, a general framework of leadership in the implementation of change is provided. Starting from a functional perspective, it is proposed that leadership is provided by one or more leadership sources that independently or collaboratively enact a configuration of four leadership functions through specific behaviours from three behavioural meta-categories. It is additionally argued that leadership effectiveness – and the success of change – is a product of the degree to which the configuration of functions enacted sufficiently addresses the variety of situations leadership sources encounter. In this regard, the integrative framework offered here focuses primarily on what Rost [(1991). Leadership for the twenty-first century. Praeger] categorizes as the peripheral elements of leadership theory.","PeriodicalId":47003,"journal":{"name":"JOURNAL OF CHANGE MANAGEMENT","volume":"21 1","pages":"87 - 119"},"PeriodicalIF":3.0,"publicationDate":"2021-01-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/14697017.2021.1861697","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48842734","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Reflections: Towards a Normative and Actionable Theory of Planned Organizational Change and Development","authors":"M. Beer","doi":"10.1080/14697017.2021.1861699","DOIUrl":"https://doi.org/10.1080/14697017.2021.1861699","url":null,"abstract":"ABSTRACT A normative and actionable theory of planned organizational change and development is proposed based on fifty years of engagement by the author as a scholar- consultant. Five principles are central features of the theory and practice proposed: (1) Organizations are systems and successful transformations require senior teams to lead a strategic organizational learning process to change the whole system; (2) Six publicly undiscussable and potentially inconvenient truths about organizational and leadership barriers to an effective and human centric organization must be made discussible and changed if the transformation is to be sustained; (3) A five-step process for an honest, collective and public conversation about the six silent barriers and senior team’s plans for change in them is essential for successful and sustained change; (4) Successful change in a large and complex system is a unit-by-unit process with each unit’s leadership team employing the normative five step process proposed; and (5) Successful change requires collaboration with consultants acting as both facilitators of and expert resources to the honest conversation. The relative success of the planned change process proposed is moderated by leaders’ motivation to lead change, openness to constructive conflict, and their possession of human centric values.","PeriodicalId":47003,"journal":{"name":"JOURNAL OF CHANGE MANAGEMENT","volume":"21 1","pages":"14 - 29"},"PeriodicalIF":3.0,"publicationDate":"2021-01-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/14697017.2021.1861699","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42937615","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Basic Values and Change: A Mixed Methods Study","authors":"Johnny Långstedt, T. Manninen","doi":"10.1080/14697017.2020.1837206","DOIUrl":"https://doi.org/10.1080/14697017.2020.1837206","url":null,"abstract":"ABSTRACT Working life is expected to become increasingly dynamic at the expense of routine work. This paper examines how the values of work units relate to changes that make work more dynamic or more structured. Drawing on a mixed-methods design, the paper examines how values that conflict with change objectives relate to challenges when implementing the changes. The paper explains in what situations and why values are relevant for change management. The paper contributes to change management by explicating the role of values when changes in the workplace are implemented and presents a model for integrating values into change communication. MAD statement This paper makes a difference by highlighting that an important aspect of change readiness and resistance relates to the consequences that changes have for the fulfilment of basic values. Attitudes to change are thus dependent on how the change process and objective ‘fits’ the change recipients’ values. Building on multiple real-life examples, the paper describes how misalignments between values and changes create challenges for change initiatives. A model that practitioners can use to alleviate potential misalignments by incorporating basic values in their change communication is presented and discussed.","PeriodicalId":47003,"journal":{"name":"JOURNAL OF CHANGE MANAGEMENT","volume":"21 1","pages":"333 - 357"},"PeriodicalIF":3.0,"publicationDate":"2020-10-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/14697017.2020.1837206","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45631188","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Implementing New Practice: The Roles of Translation, Progression and Reflection","authors":"E. Nilsen, Anne-Grete Sandaunet","doi":"10.1080/14697017.2020.1837205","DOIUrl":"https://doi.org/10.1080/14697017.2020.1837205","url":null,"abstract":"ABSTRACT The aim of this article is to assess the contribution provided by the instrumental theory of translation when conceptualizing micro processes of change. A core assumption of this framework is that the translation of management ideas is characterized by regularities, or translation rules, and that performance of translation rules depends on translation competence. The assessment is based on an exploration of how the process of providing contents to a new model of manpower planning among doctors in a Norwegian health trust unfolded. Participant observation and documents represent the main sources of data. The analysis demonstrates that project methodology competence emerges as a key factor of influence on the performance of translation rules, leading to the interpretation that there is a ‘taken-for-grantedness’ in change implementation which suggests additional competences at play. We propose that the instrumental theory of translation would benefit from extending the framework for contextualizing the performance of translation rules.","PeriodicalId":47003,"journal":{"name":"JOURNAL OF CHANGE MANAGEMENT","volume":"21 1","pages":"307 - 332"},"PeriodicalIF":3.0,"publicationDate":"2020-10-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/14697017.2020.1837205","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47938356","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Reflections: US Coronavirus Crisis Management–Learning From Failure January–April, 2020","authors":"Philip H. Mirvis","doi":"10.1080/14697017.2020.1836721","DOIUrl":"https://doi.org/10.1080/14697017.2020.1836721","url":null,"abstract":"ABSTRACT These reflections, drawing from news accounts, examine US coronavirus crisis management from January through April, 2020. Focused on the Trump administration’s policies and handling of the pandemic, it looks at failings with regard to: (1) early warning signals, (2) pandemic preparation, (3) virus testing, (4) crisis coordination, (5) communication, and (6) systemic challenges. These failings are considered through the lenses of crisis prevention, change management, and high reliability organization. Recommendations are advanced on how to prepare for and respond to future crises and pandemics.","PeriodicalId":47003,"journal":{"name":"JOURNAL OF CHANGE MANAGEMENT","volume":"20 1","pages":"283 - 311"},"PeriodicalIF":3.0,"publicationDate":"2020-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/14697017.2020.1836721","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45258301","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Understanding ‘Vulnerability’ and ‘Political Skill’ in Academy Middle Management During Organisational Change in Professional Youth Football","authors":"Luke Gibson, R. Groom","doi":"10.1080/14697017.2020.1819860","DOIUrl":"https://doi.org/10.1080/14697017.2020.1819860","url":null,"abstract":"ABSTRACT The use of political skill to further employees’ self-interests and their ability to cope with ambiguity and employment vulnerability during periods of organizational change is an important yet under researched phenomenon. Taking a middle management perspective, the purpose of this paper is to investigate the experiences of Richard, a newly appointed professional youth football Academy Manager during the process of organizational change. Data were collected through semi-structured interviews, formal academy team meetings, co-worker interviews, and informal observations and conversations, which were analyzed through the process of narrative analysis. Findings highlighted the hierarchical sensemaking challenges of vertically ‘managing up’ (e.g. Chairman, Board of Directors, 1st Team Manager) and ‘managing down’ (e.g. academy employees), and horizontally ‘managing across’ (e.g. Head of Coaching) during the process of organizational change. Importantly, managing expectations and influencing significant others, through skilled micro-political activity, was central to successfully negotiating the ambiguity and vulnerabilities of organizational life during change. MAD statement This study is the first to examine the micro-political actions and behaviours of middle managers as both recipients and deliverers of organizational change. The self-interests of middle-managers tend to influence strategic change; however, we do not understand how middle-managers make sense of the micro-political nature of such interests during change. This study highlights the complexity of coping with employment vulnerability when negotiating and influencing the actions of senior management whilst also supporting subordinate staff with resistance and uncertainty during change. Furthermore, the micro-political actions and strategies of a middle-manager to develop ‘trust’ amongst colleagues, both vertically ‘above’ and ‘below’ them, and horizontally ‘across’ from them in the organizational hierarchy, are evidenced.","PeriodicalId":47003,"journal":{"name":"JOURNAL OF CHANGE MANAGEMENT","volume":"21 1","pages":"358 - 382"},"PeriodicalIF":3.0,"publicationDate":"2020-09-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/14697017.2020.1819860","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48431316","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Change Talk in Hospital Management Groups","authors":"Leena Mikkola, Inka Stormi","doi":"10.1080/14697017.2020.1775679","DOIUrl":"https://doi.org/10.1080/14697017.2020.1775679","url":null,"abstract":"ABSTRACT Recent national healthcare reforms have resulted in many changes to healthcare organizations. When social realities are enacted in social interactions, changes also occur in communication through discourses. In public hospitals, middle management groups form one important platform for change talk. This study aimed to identify and understand how change talk emerges in management group meetings. Data were collected from 10 hospital meetings, and change-related interactions were explored by analyzing sensemaking and positioning. In the data, change talk took three forms: collaboration, control and confrontation. These forms consisted of change discourses (change as a possibility, concealed change and enforced change) and simultaneously negotiated positions (expert position, power/powerlessness position and cohesion/opposition position). The findings suggest that middle managers use sensemaking power through discourses. Positioning is also of vital importance in directing change talk because it defines the power relations in the change process.","PeriodicalId":47003,"journal":{"name":"JOURNAL OF CHANGE MANAGEMENT","volume":"21 1","pages":"287 - 306"},"PeriodicalIF":3.0,"publicationDate":"2020-06-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/14697017.2020.1775679","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42565641","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Attitudes toward Change and Transformational Leadership: A Longitudinal Study","authors":"Matthew David Henricks, Michael Young, E. Kehoe","doi":"10.1080/14697017.2020.1758529","DOIUrl":"https://doi.org/10.1080/14697017.2020.1758529","url":null,"abstract":"ABSTRACT We examined the malleability of two frequently-cited attitudes toward change and their relationship with transformational leadership using a repeated measures design for two time points separated by six to eight months in two organizations (N = 165). Readiness for a specific change (state-readiness) together with generalized resistance to change (trait-resistance) were measured. State-readiness showed a significant correlation between time points (r = .50) and a significant increase over time. In contrast, trait-resistance did not show a significant change over time but did show a significant correlation between time points (r = .62). Transformational leadership was correlated with state-readiness at both Time 1 (r = .46) and Time 2 (r = .47) but was not correlated with trait-resistance at either time point. A hierarchical regression revealed that the variables for organization, state-readiness at Time 1, trait-resistance at Time 2, and transformational leadership at Time 2 additively explained 46.5% of variance in state-readiness at Time 2. The results are discussed with respect to their implications for change management theories. MAD statement Leaders are thought to play a key role in influencing employees to implement an organizational change. Less is known whether leaders, who use transformational behaviours, will have a short-term and/or longer lasting influence on employee attitudes toward change. A survey of employees at two time points several months apart revealed that transformational leadership had a significant concurrent, but not lasting, association with attitudes toward a specific change. Consequently, sizeable initial leadership efforts to shape employee attitudes that are not sustained may be wasted. However, these results also mean that mistakes in leadership at the start of a change may be correctable over the course of implementation.","PeriodicalId":47003,"journal":{"name":"JOURNAL OF CHANGE MANAGEMENT","volume":"20 1","pages":"202 - 219"},"PeriodicalIF":3.0,"publicationDate":"2020-05-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/14697017.2020.1758529","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44489702","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}