Showing papers in "Journal of Organizational Change Management in 2003"
TL;DR: In this article, the authors make a rigorous empirical examination of the relationship between workplace spirituality and five prevalent employee job attitudinal variables and conclude that each of the three dimensions of spirituality used has a significant relationship with two or more of the five job attitude variables examined.
Abstract: One important question in the field of workplace spirituality concerns the relationship of this construct with employee work attitudes. This study attempts to make a rigorous empirical examination of the relationship between workplace spirituality and five prevalent employee job attitudinal variables. It assesses the validity and reliability of the measures used and discusses the results of the analysis, which indicate that each of the three dimensions of spirituality used has a significant relationship with two or more of the five job attitude variables examined. While acknowledging that spirituality at work is an abstract concept, this study attempts to provide some of the first empirical support that there is a positive association between spirituality at work and employee job outcomes. The paper concludes with a number of implications and research directions for both academics and business managers, including the need to investigate the comprehensive impact of spirituality at work on individuals and organizations.
1,083 citations
759 citations
TL;DR: In this article, the terrain of current spirituality in organizations research is mapped in three stages, starting from the trails being blazed by pioneers venturing into this new territory, considering the progress these pioneers have made and the work remaining to be done, and then moving to questions lurking in the background of this pioneering work.
Abstract: Researchers in the burgeoning new field of spirituality in organizations face a number of significant field‐shaping questions, eg how should spirituality in organizations be defined and what research methods are most appropriate for this work – quantitative, qualitative, a combination of the two, or entirely new methods? The answers given to these questions will determine the shape of this new field and the direction research will take over the next several decades This article addresses these questions by mapping the terrain of current spirituality in organizations research, in three stages It begins by examining trails being blazed by pioneers venturing into this new territory, considering the progress these pioneers have made and the work remaining to be done It then moves to questions lurking in the background of this pioneering work Finally, it articulates the new frontier in spirituality in organizations research, a frontier which beckons adventurous pioneers to enter
154 citations
TL;DR: The authors explored the tension between relevance and legitimacy in spirituality and religion in work (SRW) research, focusing on research methods, models, and traditions that may serve both well, and argued that combining such methodological underpinnings with experimental models and new forms of data representation allows SRW's desire to stay true to important research questions while respecting sound research traditions.
Abstract: While spirituality and religion in work (SRW) as an inquiry field has been gaining interest in the popular press, it has only recently been recognized by the academic community. Consequently, its relevance to important research and its legitimacy in contributing scholarly work is not ensured. Part of the problem is that many SRW concepts resist being tested with “approved” positivist research models. This paper explores the tension between relevance and legitimacy, focusing on research methods, models, and traditions that may serve both well. It suggests that many methodologies and traditions that support such work already exist. It discusses some of these methods and offers operational blueprints for alternative forms of excellent research. It argues that combining such methodological underpinnings with experimental models and new forms of data representation allows for scholarly work to emerge, thus facilitating SRW's desire to stay true to important research questions while respecting sound research traditions.
128 citations
TL;DR: In this paper, the authors develop a framework for understanding autonomy and control in post-bureaucratic organizations and criticise the managerial discourse and critical management discourse for being grounded in a view of postbureaucacy as a "total" organization, which does not emancipate individuals from control nor capture them in totalitarian control.
Abstract: This article develops a framework for understanding autonomy and control in post‐bureaucratic organizations. It reviews two dominant discourses on post‐bureaucracy – the managerial discourse and the critical management discourse. Whereas the one pictures post‐bureaucracy as an emancipating regime based on the personalities and social networks of individuals, the other pictures it as a totalitarian regime, which subordinates individuals’ thoughts, emotions and identities to its instrumental schemes. Both discourses are criticized for being grounded in a view of post‐bureaucracy as a “total” organization. An alternative conceptualization is developed, which shows that post‐bureaucracy neither emancipates individuals from control, nor captures them in totalitarian control. A distinguishing characteristic of post‐bureaucracy is that it displaces the responsibility for setting limits between professional and non‐professional concerns from the organization to the individual. Via a case study it is shown how this implies a specific form of control that does not restrict individual freedom, but uses it as its prime vehicle.
109 citations
TL;DR: In this article, the authors present a point-counterpoint discussion on whether or not we can or should measure something as ineffable as spirituality in organizations, and discuss the need for measurement.
Abstract: Presents a point‐counterpoint discussion on whether or not we can – or should – measure something as ineffable as spirituality in organizations. Topics covered include “Workplace spirituality: on the need for measurement” and “Towards wholeness in spirituality research: embracing other ways of knowing”
108 citations
TL;DR: In this paper, the authors examined department level consensus and valence regarding an organizational HR strategy to shift demography toward greater diversity in race and sex composition over an eight-year period, and found that HR strategies that focus on structural change without working to develop supportive group norms and positive climate may be inadequate change strategies.
Abstract: In order to manage strategic demographic change in economic and labor markets, a common human resource (HR) change strategy is to increase the diversity of the workforce through hiring over time This study examined department level consensus and valence regarding an organizational HR strategy to shift demography toward greater diversity in race and sex composition over an eight‐year period Though the organization had experienced significant change in organizational demography: an increase in the overall representation of white women (36 percent) and minorities (41 percent) over time; work group members in units with the greatest change did not necessarily agree nor hold positive perceptions regarding these HR changes The results show that HR strategies that focus on structural change without working to develop supportive group norms and positive climate may be inadequate change strategies
102 citations
TL;DR: In this paper, the authors highlight a systemic multivariate view of change by investigating internal change agents', that is managers', accounts of the barriers to change management and address the limitations of change management by attending to the perceptions of managers.
Abstract: The vital importance of change management in today's competitive climate has been widely investigated. While the need for successful change management is intensively proclaimed by “expert” consultants, the response for some time has been regarded as falling short of what is required. The heavy emphasis in the literature on a rational‐linear approach to understanding organisational change overlooks the significance of the cultural and political dimensions of organisational life. This article highlights a systemic‐multivariate view of change by investigating internal change agents’, that is managers’, accounts of the barriers to change management. It addresses the limitations of change management by attending to the perceptions of managers, that is those actors who generally determine organisational priorities and make crucial resource allocation decisions. This article illustrates the systemic line of thinking adopted by managers undergoing major restructuring efforts in their organisations. This line of thinking is shown to differ from the espoused values of managers that constitute the rational‐linear view of change management.
99 citations
TL;DR: In this paper, the authors argue that in researching workplace spirituality, a topic that is saturated with subjectivity, it is not only legitimate but central to safeguard the quality of our work that we articulate the dogmas, definitions, fears and desires we bring to the research.
Abstract: An increasing range of research methods emphasize the socially situated nature of knowledge and hence the need to specify the knower. As such we need to account for the ways in which assumptions, feelings, biases, and anticipated outcomes might influence research questions, interpretation and representation of the experiences of the research participants. While these ideas are extensively discussed in relation to other influences on identity, such as race, gender, and class, there is as yet little discussion on how spiritual and religious identity might influence research. This paper argues that in researching workplace spirituality, a topic that is saturated with subjectivity, it is not only legitimate but central to safeguard the quality of our work that we articulate the dogmas, definitions, fears and desires we bring to the research. It discusses several literature‐based examples of how our assumptions influence our research. Using the author's own research as an example the paper utilizes the “holistic development model” to show how spirituality and religion influence various research choices and practices.
84 citations
TL;DR: In this paper, the authors present a heuristic that serves as a step toward exemplifying the role of changing employment modes and organizational subcultures in enabling or constraining the implementation of HR strategy.
Abstract: Past research suggests that most culture change efforts proceed with limited attention to the pluralistic nature of contemporary organizations. We argue that the relationship between organization subcultures and the implementation of new HR strategies into HR practice has not been adequately explored because of the lack of a comprehensive framework for defining and integrating culture change and the strategic HR literature. We review the organization culture and strategic HR literature and present a heuristic that serves as a step toward exemplifying the role of changing employment modes and organizational subcultures in enabling or constraining the implementation of HR strategy.
80 citations
TL;DR: The leading edge in research on spirituality and organizations is discussed in the special issue on "The Leading Edge in Research on Spirituality and Organizations" as discussed by the authors, with particular emphasis on how this affects organizations.
Abstract: This paper is an introduction to the special issue on “The leading edge in research on spirituality and organizations”. The paper discusses some of the issues concerning the outer world of worldly activities and the inner world of spirituality and religion in modern Western society, with particular emphasis on how this affects organizations. The aims of the special issue are put forward and the papers within it are briefly discussed.
TL;DR: In this paper, the authors argue that it is necessary to sensitize HRM to the emotional subroutines entwined in organizational change, and that an empathic and respectful approach towards people's authenticity should be cultivated.
Abstract: This paper sketches the outlines of a differentiated approach towards the contribution of HRM to organizational change. While departing from a critique on the assumptions of the human resource‐based view of the firm, we develop an alternative approach which has been derived from the core elements of the relational theory of emotions. These elements, which pertain to the complexity of human beings, emphasize the processes and relational characteristics of emotions and the hegemonic power base of emotions. We argue that it is necessary to sensitize HRM to the emotional subroutines entwined in organizational change, and that an empathic and respectful approach towards people's authenticity should be cultivated.
TL;DR: In this article, a critical analysis of the oppressive potential of AL is presented along these dimensions, and four enhancements are suggested: focus AL purpose more on workers' interests; confront organizational practices that unjustly marginalize or privilege different people; acknowledge the complexity, context and contested nature of learning; and facilitate AL using democratic "power with", not "power over", approaches to working with people towards emancipatory change.
Abstract: Action learning (AL) methods are popular technologies in programs of organizational learning (OL). However, from the perspective of critical studies, they are instrumentalist, managerialist, exclusive in design, decontextualized and apolitical. A critical analysis of the oppressive potential of AL is presented along these dimensions. To realize better AL's emancipatory potential, four enhancements are suggested: focus AL purpose more on workers’ interests; confront organizational practices that unjustly marginalize or privilege different people; acknowledge the complexity, context and contested nature of learning; and facilitate AL using democratic “power with”, not “power over”, approaches to working with people towards emancipatory change.
TL;DR: In this article, the challenge of e-business affects a much broader constituency of organisations and the key challenge is one of change, which may lead to a radical overhaul of existing ways of doing business, with company structure and culture becoming much more customer-focused.
Abstract: While much attention has recently been focused on the problems facing Internet start‐ups, the challenge of e‐business affects a much broader constituency of organisations. For established companies, the key challenge is one of change. Such companies must rethink fundamental aspects of company strategy, which may lead to a radical overhaul of existing ways of doing business, with company structure and culture becoming much more customer‐focused. Resistance at all company levels may need to be overcome, with a need to build commitment and consensus around e‐business strategies. However, companies must also deal with a paradox in e‐business change. As the “dot.com” crash showed, there are many strengths in “bricks and mortar” companies. Evolving a new business model based around “e‐enablement” must therefore avoid the “baby and bathwater syndrome”. Only by recognising and rising to these challenges and dilemmas, and devoting sufficient time, resources and expertise to them, will companies make a success of their e‐business ventures.
TL;DR: In this article, the authors use a discursive perspective to analyze the way in which top managers legitimize change in official announcements, focusing on the foundations of legitimacy invoked using both Weber's typology, based on modes of authority and the conventionalist model, stressing the constitutive frameworks that justify collective action.
Abstract: This study uses a discursive perspective to analyze the way in which top managers legitimize change in official announcements. It focuses on the foundations of legitimacy invoked using both Weber's typology, based on modes of authority, and the conventionalist model, stressing the constitutive frameworks that justify collective action. We use a narrative approach to examine four texts intended for employees in the context of mergers‐acquisitions in the Canadian financial services sector. We look at those announcements as wedding narratives. A framework based on the canonical schema and Greimas's actantial model was applied to the texts. The analysis reveals that these narrations of corporate marriages, while describing the same event, give distinct versions of it. These distinctions bring out differences between firms in terms of the foundations of legitimacy invoked, the contribution of the various actors, and the narrative style favoured.
TL;DR: The socio-economic approach to management (SEAM) as discussed by the authors is a system-wide approach to change management, which is based on the fundamental hypothesis of the socioeconomic approach.
Abstract: This article presents the socio‐economic model founded and developed by the author since 1973 It focuses on the fundamental hypothesis of the socio‐economic approach to management (SEAM) and demonstrates how the model is a system‐ wide approach to change management
TL;DR: In this article, the authors present empirical evidence of a company that changed its organizational structure from a traditional bureaucracy to a structure that was fundamentally different from those of other firms within its industry.
Abstract: Although there has been substantial academic and practitioner interest into innovative structural arrangements, the study of structural transformation and the structural practices of small to medium-sized organizations in traditional industries has been relatively ignored. This article presents empirical evidence of a company that changed its organizational structure from a traditional bureaucracy to a structure that was fundamentally different from those of other firms within its industry. The changed structure was characterized by many novel attributes such as devolved responsibility, empowerment, community orientation and a lack of hierarchy. Although there was some evidence to suggest that the structure had positive performance implications, the study also finds that the content, context and process of change were influenced by a dominant managing director such that the outcomes masked underlying political issues. The article concludes by discussing the theoretical and practical implications of the findings.
TL;DR: Mitroff and Parker Palmer as mentioned in this paper examined the spirituality of professors and the spiritual culture found in a private secular college, a private Christian college and a state university, all located in southern California.
Abstract: Following September 11, 2001, spirituality has become an even more important issue. Research projects have been done to address the need of spirituality in the corporate workplace. The issue of spirituality in the academic workplace is even more vital since it is from within the higher academic institutions that the leaders of tomorrow emerge. Yet, little has been done. This research is an attempt to fulfill this need. This project examined the spirituality of professors and the spiritual culture found in a private secular college, a private Christian college and a state university, all located in southern California. The design of the research was based on the work of Ian Mitroff and Parker Palmer. The results showed that there was a difference in the spiritual culture between these three campuses and that the spirituality of the professors was a reflection of the spiritual culture found on the campuses.
TL;DR: The authors argue that management fads, so-called, should be subject to a form of critical analysis, which goes beyond debunking and suggests that contemporary developments in management knowledge are, in fact, worthy of a sustained, critical analysis because they have the capacity to shape our understanding of ourselves and our circumstances, and so offer workers and managers new ways to be at work.
Abstract: This paper offers a critical analysis of recent developments in management knowledge. Observing that detractors have sought to “brand” developments in management knowledge as faddish and insubstantial distortions of the nature of management and the realities of organization, the paper offers a distinctive analysis, which exploits ambiguities in the term “branding” to argue that management fads, so‐called, should be subject to a form of critical analysis, which goes beyond debunking. Dismissing the notion that recent developments in management are faddish and insubstantial, the paper suggests that contemporary developments in management knowledge are, in fact, worthy of a sustained, critical analysis because they have the capacity to shape our understanding of ourselves and our circumstances, and so offer workers and managers new ways to be at work. Focusing attention on the consumption of management knowledge, the paper suggests that we should alter our understanding of the “branding” of management knowledge to acknowledge the similarities between recent developments in management knowledge and “branded” goods such as those produced by Nike.
TL;DR: This article presented a discourse-analytic approach to the study of human resource management and organisational change, which is more sensitive than conventional research designs to the dynamic role of language in shaping processes of change.
Abstract: This paper presents a discourse‐analytic approach to the study of human resource management (HRM) and organisational change, which is more sensitive than conventional research designs to the dynamic role of language in shaping processes of change. The prevailing positivism within business and management research is noted, in which language is treated as unproblematic; it simply mirrors or represents an objective “reality” that can be measured in some way. In contrast, discourse‐based studies accept that language is not simply reflective of reality, but is significant in constituting reality. The paper moves on to examine the potential of discourse‐based studies to offer fresh insights into the role of HRM in producing change. Drawing on the work of Ford and Ford, change is treated as a “shift in conversation” and case‐study evidence is presented of the surfacing of a change initiative within a large UK manufacturing firm.
TL;DR: Most merger and acquisition strategies are still dominated by financial analyses, legal considerations and power plays by dominant groups as individuals jockey for position and influence as mentioned in this paper, rather than focusing on the inherent dysfunctions that can emerge in the combined organization due to the informal power held by organizational members.
Abstract: Most merger and acquisition strategies are still dominated by financial analyses, legal considerations and power plays by dominant groups as individuals jockey for position and influence. Rather than focusing on the inherent dysfunctions that can emerge in the combined organization due to the informal power held by organizational members – low productivity, poor quality, reduced commitment, voluntary turnover, and related hidden costs and untapped potential – far too many companies seem to meander through the post‐combination integration process.
TL;DR: Core Group Theory as mentioned in this paper holds implications for how the complex of power, knowledge, influence and influence interacts with organizational opportunities for genuine learning and creativity, and it is the focal point of organizational learning throughout the organization because people act to fulfill the perceived needs and priorities of some key group of people.
Abstract: Core groups stand as the tangible, but fluid repositories of knowledge, influence and power in organizations. Thus, the core group in any organization is the focal point of organizational learning throughout the organization, because people act to fulfill the perceived needs and priorities of some key group of people. An organization goes wherever its people perceive that the core group needs and wants to go. An organization becomes whatever its people perceive that the core group needs and wants it to become. Core Group Theory holds implications for how the complex of power, knowledge and influence interacts with organizational opportunities for genuine learning and creativity.
TL;DR: In this article, the authors argue that this phenomenon contributes toward filling one of the gaps in a taxonomy of organizational change modes and toward a synthesis between the poles of the two tensions mentioned above.
Abstract: Change has become one of the most studied topics in management research. Although literally hundreds of research initiatives on this theme are carried out annually, there are still important questions in this area that have been left unanswered. There are two, logically possible, modes of change that have yet to be identified and there are at least two tensions that go unresolved: the punctuated versus incremental change and the emergent versus deliberate change tensions. Drawing on a “grounded theory” research on organizational improvisation, we argue that this phenomenon contributes toward filling one of the gaps in a taxonomy of organizational change modes and toward a synthesis between the poles of the two tensions mentioned above.
TL;DR: In this article, the authors compare and contrast the socio-economic approach to management (SEAM) with 15 large system change methods and conclude that SEAM is broader-based, more integrative, and more post-modern than most other TD methodologies.
Abstract: The purpose of this article is to compare and contrast the socio‐economic approach to management (SEAM) with 15 large system change methods. All 16 of these methods are part of the transorganizational development (TD) gameboard (see the Web site at http://web.nmsu.edu/ dboje/TDgameboard.html). Based on this comparison, the paper suggests that SEAM is broader‐based, more integrative, and more postmodern (more multi‐vocal and power‐conscious) than most other TD methodologies.
TL;DR: In this article, the authors provide an historical context to today's conversation about human resources and organizational change, and propose a negotiations perspective that would allow HR to build on its history by enacting a role where different interests can be explored, probed, and realized.
Abstract: Contemporary questions about human resources (HR) and organizational change reflect historical tensions around whose interests HR should represent and its role in the change process. HR's recent strategic focus has brought it greater legitimacy; at the same time, voices it represented earlier have been muted. This paper provides an historical context to today's conversation about HR and organizational change. We interpret the early footings of HR – scientific management, welfare work, and vocational guidance– focusing on issues of change for whom, on whom, and for what purpose. Three subsequent eras, important to the history of HR, are also discussed. Throughout, HR's approach to change has emphasized efficiency, stability, and fit. As an alternative to this conservative approach to change, we propose a negotiations perspective that would allow HR to build on its history by enacting a role where different interests can be explored, probed, and realized.
TL;DR: The authors examines the broad thesis of organizational learning theorist Chris Argyris in terms of communicative action, and finds his critical understanding of Model I and the emancipatory potential embedded in double-loop learning consistent with prominent themes in critical organization study.
Abstract: This essay examines the broad thesis of organizational learning theorist Chris Argyris in terms of communicative action, and finds his critical understanding of Model I and the emancipatory potential embedded in double‐loop learning consistent with prominent themes in critical organization study.
TL;DR: In this paper, the retrospective construction of atrocity narratives of organizational change in primary industries of the Latrobe Valley, located in southeast Australia, is explored, where participants discuss various forms of workplace violence aimed at employees by management and, in some cases, other employees.
Abstract: This paper explores the retrospective construction of atrocity narratives of organizational change in primary industries of the Latrobe Valley, located in southeast Australia. Within their narratives, participants discuss various forms of workplace violence aimed at employees by management and, in some cases, other employees. In addition, shifting narratives from violence to resignation are explored. As all participants are no longer employed in the organizations described in the narratives, causal associations between workplace violence and resignation choices are of particular interest. In this context, atrocity narratives are presented in a deliberate effort to extend the theorizing of organizational change into domains that are neither attractive nor progressive.
TL;DR: In this paper, the theory of an interest-driven ideology is applied with the intention of revealing ways that ideological discourse constructs perceptions of fairness, legitimacy and defensibility in organizational change.
Abstract: The theory of an interest‐driven ideology is applied with the intention of revealing ways that ideological discourse constructs perceptions of fairness, legitimacy and defensibility in organizational change. A framework for analyzing ideological content in change discourse is presented and several corporate communications addressing layoffs and the new work relationship are evaluated. Results reveal the many ways that ideologies are invoked in order to influence judgments about organizational change.
TL;DR: In this article, the authors illustrate the emancipatory intent of organizational learning by connecting its aims and aspirations to prominent themes of critical organization study, including the emancipation understanding of learning by OL, how OL engages thedialectic of enlightenment, and its prioritizing of "communicative action" as the means for reflection and transformation.
Abstract: This introductory essay attempts to illustrate the emancipatory intent of organizational learning (OL) by connecting its aims and aspirations to prominent themes of critical organization study, including the emancipatory understanding of “learning” by OL, how OL engages the “dialectic of enlightenment,” and its prioritizing of “communicative action” as the means for reflection and transformation.