Journal of Organizational Change Management最新文献

{"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}

{"title":"Servant leadership and nurses' deep acting: a moderated mediation model","authors":"Shu-Chen Susan Chang, Anyi Chung, Shu Yu Chen, Chu Yen Lin, I. Chen","doi":"10.1108/jocm-05-2023-0162","DOIUrl":"https://doi.org/10.1108/jocm-05-2023-0162","url":null,"abstract":"PurposeIn drawing on the conservation of resources theory and the broaden-and-build theory, the present research investigates the dynamic of social resources (i.e. servant leadership) and personal resources (i.e. psychological empowerment and positive affect) in the determination of the nurses' optimal performance (i.e. deep acting).Design/methodology/approachThe research involved collecting three waves of data on 481 frontline nurses at a large hospital in Taiwan, each a month apart. The hypotheses were tested using PROCESS mediation and moderated mediation regression models.FindingsThe results supported the indirect relationship between servant leadership and deep acting through psychological empowerment as well as the moderating effect of positive affect on the mediation model.Originality/valueThe findings shed new light on the interplay of different resources and also provide practical implications for the development of frontline supervisors and nursing staff to be compatible with a serious orientation toward the quality of their professional functioning.","PeriodicalId":47958,"journal":{"name":"Journal of Organizational Change Management","volume":"123 3","pages":""},"PeriodicalIF":2.8,"publicationDate":"2023-12-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139006357","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":"Exploring the role of organizational developmental HR practices in enhancing employees' commitment to organizational career: a multilevel investigation","authors":"Ting Deng, Chunyong Tang, Yanzhao Lai","doi":"10.1108/jocm-03-2023-0099","DOIUrl":"https://doi.org/10.1108/jocm-03-2023-0099","url":null,"abstract":"PurposeDrawing upon the conservation of resources (COR) theory, this study examined the relationship between organizational developmental human resource (HR) practices and employees' commitment to the organizational career (COC), while considering the mediating role of psychological availability and the moderating effects of links and fit.Design/methodology/approachA hierarchical linear modeling analysis was conducted to analyze the data from a 3-wave time-lagged study with 394 employees and 65 supervisors in ten Chinese firms.FindingsThe study's findings suggest that organizational developmental HR practices have a positive and indirect impact on employees' COC, with psychological availability serving as a mediator. The indirect effects were stronger for employees with stronger links and better fit.Practical implicationsThis study provides managers with guidelines to improve employees' COC. Managers should also focus on supporting employees' psychological resources. Furthermore, organizations should be aware that employees with varying levels of links and fit may respond differently to psychological availability.Originality/valueThe study offers a new understanding of how and under what conditions organizational developmental HR practices can increase employees' COC. It also highlights the role of psychological availability as the psychological mechanism mediating this relationship and adds to the limited literature on the potential positive impact of strong links and fit.","PeriodicalId":47958,"journal":{"name":"Journal of Organizational Change Management","volume":"9 4","pages":""},"PeriodicalIF":2.8,"publicationDate":"2023-12-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138590153","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":"Exclusion or insult at the workplace: responses to ostracism through employee's efficacy and relational needs with psychological capital","authors":"Sobia Nasir, Nadia Nasir, Shabnam Khan, Waqas Khan, Server Sevil Akyürek","doi":"10.1108/jocm-07-2023-0282","DOIUrl":"https://doi.org/10.1108/jocm-07-2023-0282","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>The study aims to describe the impact of supervisor’s and co-worker’s ostracism on the employee's responses (emotional, psychological and behavioral) through the mediation of employees' efficacy needs and relational needs. Moreover, psychological capital is treated as a moderator to handle the adverse responses of ostracized employees.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>The study employed a three-wave quantitative research design to gather data from employees and their respective supervisors who belonged to various healthcare units (N = 510) using self-administered close-ended questionnaires. After that, SmartPLS software was used to analyze the data through a structured equation modeling (SEM) technique.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>The empirical results of the study endorsed that ostracism adversely (negatively) affects employees' responses (comprised of emotional, behavioral and psychological). Moreover, the results revealed that employees' needs (efficacy and relational) mediate the relationship between ostracism experienced by employees (supervisor’ and co-workers’ ostracism) and their emotional, behavioral and psychological responses. In addition, it is also evidenced that employees' psychological capital improves the negative association between employees' needs and responses.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>The literature in this domain is scarce, and the theoretical stance is weak due to the traditional approaches that are more concerned with the outcomes rather than analyzing the employee's conditional what they are going through. The present study enhances the knowledge of the transactional mode of coping and its application to ostracism in the workplace. The results of the current study may also support the practitioners in formulating interventions to foster a favorable workplace environment.</p><!--/ Abstract__block -->","PeriodicalId":47958,"journal":{"name":"Journal of Organizational Change Management","volume":"63 1","pages":""},"PeriodicalIF":2.8,"publicationDate":"2023-12-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138541666","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":"Knowledge transfer as transformative dialogue: a pedagogical view on learning and meta-knowledge transfer in a leadership development program","authors":"Jon Ohlsson","doi":"10.1108/jocm-03-2023-0100","DOIUrl":"https://doi.org/10.1108/jocm-03-2023-0100","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>The aim of this paper is to analyze the links between leaders' creation of knowledge in the setting of a leadership development program and the transfer of knowledge to their own organizations.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>This is a case study of a leadership development program conducted during 2020–2022. The program was focused on how to lead and manage learning and knowledge processes in organizations, and offered a mix of theoretical perspectives and practical collaborative sessions. Data were collected through interviews and the participants' written reflections on their learning experiences. Total number of interviews was 13.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>Overall the participants showed many examples of how they applied theories and practical tools that they had learned during the program in their own organizations. The participants experienced different types of challenges regarding knowledge transfer, but also potential meta-knowledge transfer through dialogue.</p><!--/ Abstract__block -->\u0000<h3>Practical implications</h3>\u0000<p>Pedagogical organizing of leadership development point to a need for supplementary dialogue between the leader of the development program and both the participating leader and manager.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>This study shows that meta-knowledge transfer is not a simple matter of moving codified knowledge from the development program to new settings. Knowledge about others' knowledge requires and stimulates subject-to-subject relations between people through which new knowledge potential is created. These findings confirm and enhance previous studies that indicate the need for social support for soft-skill knowledge transfer.</p><!--/ Abstract__block -->","PeriodicalId":47958,"journal":{"name":"Journal of Organizational Change Management","volume":"93 1","pages":""},"PeriodicalIF":2.8,"publicationDate":"2023-12-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138560492","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}