Journal of Organizational Change Management最新文献

{"title":"Forced shift to teleworking: how abusive supervision promotes counterproductive work behavior when employees experience COVID-19 corporate social responsibility","authors":"Yuan Liang, Tung-Ju Wu, Yushu Wang","doi":"10.1108/jocm-03-2023-0091","DOIUrl":"https://doi.org/10.1108/jocm-03-2023-0091","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>The COVID-19 pandemic necessitated teleworking, which inadvertently led to an impaired communication between supervisors and employees, resulting in abusive supervision. Drawing on the conservation of resources (COR) theory and the social identity theory, this study aims to address this negative association by examining the mediating role of state mindfulness and the moderating role of COVID-19 corporate social responsibility (CSR) in the relationship between abusive supervision and counterproductive work behaviors.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>This research employs both qualitative and quantitative research designs. Data collection involved an experimental design with 117 participants (Study 1), a cross-sectional survey with 243 participants (Study 2) and semi-structured interviews with 24 full-time employees (Study 3).</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>The results reveal that state mindfulness acts as a mediator in the positive relationship between abusive supervision and counterproductive work behaviors (CWB). Furthermore, COVID-19 CSR mitigates the relationship between abusive supervision and CWB within the organization, but not with the supervisor. Additionally, COVID-19 CSR moderates the impact of abusive supervision on state mindfulness.</p><!--/ Abstract__block -->\u0000<h3>Practical implications</h3>\u0000<p>The results emphasize the crucial role of CSR when employees encounter abusive supervision during the COVID-19 pandemic. Organizations and managers should adopt appropriate strategies to enhance employees' perception of CSR. Prioritizing the cultivation of state mindfulness is also recommended, and organizations can provide short-term mindfulness training to improve employees' state mindfulness.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>This research contributes to the understanding of abusive supervision and CWB in the context of forced teleworking.</p><!--/ Abstract__block -->","PeriodicalId":47958,"journal":{"name":"Journal of Organizational Change Management","volume":"81 1","pages":""},"PeriodicalIF":2.8,"publicationDate":"2024-01-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139475589","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"New ethical frontier: exploring the nexus of techno-ethical orientation and corporate ethical values moderated by digital citizenship behaviour","authors":"Shivangi Verma, Naval Garg","doi":"10.1108/jocm-04-2023-0107","DOIUrl":"https://doi.org/10.1108/jocm-04-2023-0107","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>In the information and technology age, where the “physical” world is merged with the “digital” world, the nature of social conditions, relations, citizenship and the flow of information has shifted from a moral and legal approach to a digital approach. Nowadays, the functioning, dissemination, conduct and governance of organisations and their members are regulated by techno-ethical and digital principles. Drawing on social cognitive theory, the study hypothesises that techno-ethical orientation predicts corporate ethical values (CEV) through the moderation of digital citizenship behaviour (DC). The study further proposes that each dimension of DC: online respect (OR) and online civic engagement (OCE), moderates the hypothesised relationship.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>546 respondents from India participated in the study. The responses were captured using structured and well-established questionnaires. The analysis was performed using robust measures of correlation, regression, reliability (Cronbach’s alpha and composite reliability) and validity (convergent and discriminant validity). The moderation influence of DC was tested and analysed using structural equation modelling (SEM) Analysis of Moment Structures (AMOS).</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>The regression findings of the study revealed that the techno-ethical orientation positively predicts the CEV. <em>R</em>-square values showed a 24.1% variation in corporate ethical value was explained by techno-ethical orientation. It indicates that a positive techno-ethical orientation establishes the ethical context and corporate values. Besides, the moderation analysis using SEM AMOS indicates that at both low and high levels of OR and OCE, the relationship between techno-ethical orientation and CEV is positive and significant.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>This study demonstrates a new facet of technology ethics that promotes the institutionalisation of CEV through DC. This study is the first to explore the interaction between techno-ethical orientation and CEV. Even though various former factors concerning ethical conduct have been examined, the results of the techno-ethical conduct of employees within the scope of an organisation have not been explored so far.</p><!--/ Abstract__block -->","PeriodicalId":47958,"journal":{"name":"Journal of Organizational Change Management","volume":"37 1","pages":""},"PeriodicalIF":2.8,"publicationDate":"2024-01-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139398463","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Entrepreneurial team personality-faultline strength and performance: the non-linear relationship and boundary conditions","authors":"Si Qian, Yinpu Zhang, Pengzhou Kuai","doi":"10.1108/jocm-05-2023-0180","DOIUrl":"https://doi.org/10.1108/jocm-05-2023-0180","url":null,"abstract":"PurposeThe purpose of this paper is to explore the effect of a team’s personality faultlines on entrepreneurial performance. Additionally, this paper verifies the moderating effect of shared leadership on the connection between the two varies. The authors focus on the upper echelons theory and social identity theory as well as personality faultlines in entrepreneurial teams.Design/methodology/approachAn online survey was conducted using data collected in China. Data from 618 members from 144 new venture teams were collected to examine the authors’ hypothesis.FindingsThe authors find a U-shaped relationship between the strength of entrepreneurial teams' personality-faultline and entrepreneurial performance. Additionally, shared leadership negatively moderates this U-shaped relationship. Specifically, when the entrepreneurial team has a high level of shared leadership, both the positive and negative relationships between the strength of the personality faultlines and entrepreneurial performance are weaker.Originality/valueThe research offers important theoretical and practical implications for the formation of entrepreneurial teams.","PeriodicalId":47958,"journal":{"name":"Journal of Organizational Change Management","volume":"13 5","pages":""},"PeriodicalIF":2.8,"publicationDate":"2024-01-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139380026","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Innovative work behavior and psychological empowerment: the importance of inclusive leadership on faculty members in Iraqi higher education institutions","authors":"Joather Alwali","doi":"10.1108/jocm-03-2023-0084","DOIUrl":"https://doi.org/10.1108/jocm-03-2023-0084","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>Drawing upon social exchange theory and self-determination theory (SDT), this study investigates the influence of psychological empowerment (PE) on innovative work behavior (IWB) among faculty members in Iraqi institutions of higher education. Additionally, this study aims to explore the role of inclusive leadership (IL) as a mediator between PE and IWB. Academic institutions are vital contributors to economic expansion through their research and the development of highly qualified graduate employees.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>To test the developed hypotheses, a quantitative approach was used with structural equation modeling via partial least squares (PLS-SEM) and bootstrapping estimation. The analysis was conducted using 497 responses.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>The results of this study demonstrate that PE has a positive impact on IWB among faculty members. Furthermore, IL mediates the relationship between PE and IWB.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>This study contributes to the existing literature by highlighting the significance of IL in encouraging employee participation in organizational change. The findings also suggest that IL plays a crucial mediating role in the relationship between PE and IWB among faculty members in Iraqi institutions of higher education.</p><!--/ Abstract__block -->","PeriodicalId":47958,"journal":{"name":"Journal of Organizational Change Management","volume":"10 1","pages":""},"PeriodicalIF":2.8,"publicationDate":"2024-01-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139064772","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"“Let's do it and not you do it”: role of mentoring in facilitating change supportive behaviour","authors":"Rona Elizabeth Kurian","doi":"10.1108/jocm-05-2023-0173","DOIUrl":"https://doi.org/10.1108/jocm-05-2023-0173","url":null,"abstract":"<h3>Purpose</h3>\u0000<p> The developmental relation of informal mentoring within the organization could aid in tiding over the challenges that arise with change. The purpose is to explore the relationship between informal mentoring within the organization and change supportive behaviour to put forth a framework describing the catalytic and a priori role of informal mentoring within the organization in augmenting change readiness and facilitating change supportive behaviour for a successful organizational change.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p> Drawing on the appraisal theory of stress coping, the paper put forward a conceptual framework describing the mechanisms through which informal mentoring within the organization leads to change supportive behaviour among the individuals.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p> The conceptual model explains how informal mentoring within the organization develops optimism, resilience, self-efficacy and trust and facilitates change readiness among the individuals, which leads to change supportive behaviours in them. The paper also describes the influence of poor change management history and organizational identity threat on the relations.</p><!--/ Abstract__block -->\u0000<h3>Research limitations/implications</h3>\u0000<p> The paper explains the underexplored relationship between mentoring and change readiness. It also sheds light on the importance of exploring the micro-foundations of a macro-level phenomenon. Further research should focus on the differential effect of different forms of mentoring on change readiness.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p> The paper is developed based on the review of extant literature and applying the theoretical lens of appraisal theory of stress coping to the phenomenon. The paper explains the micro-foundation of the phenomenon and describes how informal mentoring would lead to a change supportive behaviour among the individuals.</p><!--/ Abstract__block -->","PeriodicalId":47958,"journal":{"name":"Journal of Organizational Change Management","volume":"25 1","pages":""},"PeriodicalIF":2.8,"publicationDate":"2024-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139064718","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Organizational commitment to sustainability: considering the role of leadership, green HRM and green knowledge sharing","authors":"Fatima Shaikh, Gul Afshan, Khalil Ahmed Channa","doi":"10.1108/jocm-09-2022-0282","DOIUrl":"https://doi.org/10.1108/jocm-09-2022-0282","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>This study aims to investigate the efforts and role of technology leaders in achieving organizational commitment to sustainability through mediating the role of green HRM practices and moderating the role of green knowledge sharing.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>This empirical research study is based on two theories: upper echelon theory and social capital theory, in which data were collected from 284 permanent faculty employees belonging to the government, semi-government and private HEIs recognized universities of Pakistan.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>The results confirm that the technology leadership style has a significant impact on organizational commitment to sustainability. Whereas green HRM practices as a mediator and green knowledge-sharing behavior as a moderator have also significant impacts on the organizational commitment to sustainability.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>This study integrates the concept of technology leadership as a strategy and green HRM practices as a process that jointly impacts organizational commitment to sustainability.</p><!--/ Abstract__block -->","PeriodicalId":47958,"journal":{"name":"Journal of Organizational Change Management","volume":"6 1","pages":""},"PeriodicalIF":2.8,"publicationDate":"2023-12-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139054818","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Top management team diversity and adaptive firm performance: the moderating roles of overlapping team tenure and severity of threat","authors":"Chang-I Ma, Yuhui Ge, Heng Zhao","doi":"10.1108/jocm-11-2022-0321","DOIUrl":"https://doi.org/10.1108/jocm-11-2022-0321","url":null,"abstract":"PurposeAlthough strategic scholars have made great effects to exploring the moderating roles of team interaction in explaining the effect of top management team (TMT) diversity, they have adopted seemingly conflicting theoretical perspectives to explain how it works. Drawing on ideas from the threat rigidity theory, the authors integrated these perspectives by proposing a contingency model in which the relationships between TMT diversity and adaptive firm performance depend on the matching between the internal context (i.e. overlapping team tenure) and external context (i.e. severity of threat).Design/methodology/approachThis study sampled 579 Chinese A-share listed companies that have been severely affected by the COVID-19 pandemic, and multilevel linear regression analysis was used to test the hypothesis.FindingsResults provided support for this hypothesis. Specifically, the interaction between TMT age/tenure diversity and overlapping team tenure is significant only when the severity of threat is high, while the interaction between TMT functional diversity and overlapping team tenure is significant only when the severity of threat is low.Originality/valueThe results of this study provide a comprehensive perspective to predict the performance impact of team diversity and contribute to diversity research and practice.","PeriodicalId":47958,"journal":{"name":"Journal of Organizational Change Management","volume":"52 9","pages":""},"PeriodicalIF":2.8,"publicationDate":"2023-12-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138943629","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Factors of success in the change management process of IT programs","authors":"Mateusz Trzeciak","doi":"10.1108/jocm-04-2023-0110","DOIUrl":"https://doi.org/10.1108/jocm-04-2023-0110","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>The purpose of the article is to identify the factors of the success of the change management process in IT programs.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>The article presents the results of quantitative research conducted among 221 managers involved in the process of IT program management. In addition, to achieve the assumed goal, a factor analysis and cluster analysis were carried out on the basis of which a model of the relationship between success determinants and the change management process in the IT program was built.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>Nine factors significant for the change management of IT programs have been identified. What is more, they illustrate 78.23% of all significant variables that may occur and significantly affect the success of the IT change program. In addition, it was indicated which factors have a significant impact on achieving the success of the program in individual sub-processes of the course of change.</p><!--/ Abstract__block -->\u0000<h3>Research limitations/implications</h3>\u0000<p>The article identified 38 variables determining the success of an IT program as a result of a literature review. Secondly, the article responds to the call of Teubner (2018) for IT programs and Vuorinen and Martinsuo (2018) for programs of change.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>The article complements the current theory with identified factors of success in the change management process in IT programs. In addition, the article presents recommendations for managers regarding the importance of the identified factors and their impact on the success of the program.</p><!--/ Abstract__block -->","PeriodicalId":47958,"journal":{"name":"Journal of Organizational Change Management","volume":"5 1","pages":""},"PeriodicalIF":2.8,"publicationDate":"2023-12-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138740882","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"How does a shared cognitive schema emerge and evolve in an interdisciplinary research team: a case study of IAM","authors":"Xuening Duan, Yu Chang, Wei Huang, Md Moynul Hasan","doi":"10.1108/jocm-05-2023-0157","DOIUrl":"https://doi.org/10.1108/jocm-05-2023-0157","url":null,"abstract":"PurposeA shared cognitive schema is the fundamental source of tacit understanding within a team. This study aims to address how such a shared cognitive schema emerges and evolves in an interdisciplinary research team.Design/methodology/approachThis study uses an exploratory single case study to analyze the emergence and evolution of a shared cognitive schema in an interdisciplinary research team systematically. The authors spent more than two years collecting data from the IAM team via semistructured interviews, archival data and observation. Subsequently, a framework for the resulting mechanism model was developed by analyzing the data using a three-step process.FindingsThis study shows that as the interdisciplinary research team develops, the shared cognitive schema passes through three stages: overlapping cognitive schema, complementary cognitive schema and synergetic cognitive schema. The mechanisms of overlap, complement and synergy play important roles. The convergent roles of partner-based recruiting, knowledge categorization and following the existing institution facilitate the overlapping of knowledge structures. Complementary cognitive schema sharing is facilitated by interdisciplinary member selection, knowledge stock expansion and the effects of accomplished mentors. The synergetic behaviors of group voice, interactive cognition and adaptive learning facilitate synergetic cognitive schema sharing.Originality/valueThis study is the first to discuss the emergence and evolution of a shared cognitive schema at the microlevel of knowledge structure and belief structure. It offers a new theoretical perspective on the development rules of scientific research teams and provides practical enlightenment regarding the establishment and operation of interdisciplinary research teams.","PeriodicalId":47958,"journal":{"name":"Journal of Organizational Change Management","volume":"56 11","pages":""},"PeriodicalIF":2.8,"publicationDate":"2023-12-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138999163","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"How does transformational leadership impact organizational unlearning: insights from persistence theories","authors":"Shubham Sharma, Usha Lenka","doi":"10.1108/jocm-07-2023-0302","DOIUrl":"https://doi.org/10.1108/jocm-07-2023-0302","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>Empirical attempts to recommend enabling mechanisms for organizational unlearning are sparse and have almost neglected the vital role of leadership in transforming organizations through unlearning. Based on the tenets of persistence theories like path-dependence and imprinting theory, this study examines the relationship between transformational leadership and unlearning with the mediating role of knowledge sharing, transparent internal communication and intrapreneurship.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>To analyze the hypothesized relationship between these constructs, data were collected from 452 faculty members working in Centrally Funded Technical Institutions (CFTIs) in India. The data were analyzed using Process macro (Hayes, 2022).</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>The results show a significant effect of transformational leadership on organizational unlearning. This effect is mediated by transparent internal communication and intrapreneurship. However, knowledge sharing did not mediate the relationship between transformational leadership and organizational unlearning.</p><!--/ Abstract__block -->\u0000<h3>Practical implications</h3>\u0000<p>The Fourth Industrial Revolution, Covid-19, the rise of generative artificial intelligence tools like ChatGPT and policy reforms have pushed higher educational institutions to transform by unlearning old practices and experimenting with new ones. This paper informs how educational institutions can initiate and sustain the unlearning process.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>Persistence theories like path-dependence and imprinting theory suggest that organizations often stick with proven success formulas and find it challenging to adopt new practices. Moreover, path dependence theorists advocate the role of an external intervening mechanism to break away from rigid and inefficient routines (or paths). This paper argues that in addition to external events (e.g. crisis, etc.), transformational leaders combined with organizational processes also help in unlearning obsolete knowledge and routines.</p><!--/ Abstract__block -->","PeriodicalId":47958,"journal":{"name":"Journal of Organizational Change Management","volume":"19 1","pages":""},"PeriodicalIF":2.8,"publicationDate":"2023-12-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138568489","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}