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Transformational change in organisations: a self‐regulation approach

Joana R.C. Kuntz (University of Canterbury, Canterbury, New Zealand)
Jorge F.S. Gomes (ISEG – Technical University of Lisbon, Lisbon, Portugal and CIS/ISCTE‐LUI, Lisbon, Portugal)

Journal of Organizational Change Management

ISSN: 0953-4814

Article publication date: 10 February 2012

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Abstract

Purpose

The purpose of the present paper is to advance a testable model, rooted on well‐established control and self‐regulation theory principles, explaining the causal links between change‐related sensemaking, interpretation, readiness and subsequent behavioural action.

Design/methodology/approach

Following a review of the two motivation theories and clarification of change‐related sensemaking, interpretation, and readiness concepts, the paper proposes a series of research propositions (illustrated by a conceptual model) clarifying how these concepts interact with self‐regulating mechanisms. In addition, the feedback model exemplifies how cognitive processes triggered by new knowledge structures relate to behavioural action.

Findings

The model expands upon other existing frameworks by allowing the examination of multi‐level factors that account for, and moderate causal links between, change‐related sensemaking, interpretation, readiness, and behavioural action. Suggestions for future research and guidelines for practice are outlined.

Practical implications

The variables and processes depicted in the model provide guidelines for change management in organisations, both for individuals and for groups. By eliciting important self‐regulating functions, change agents will likely facilitate sensemaking processes, positive interpretations of change, change readiness, and effective change behaviours.

Originality/value

This paper makes two contributions to the literature. First, it offers a comprehensive and dynamic account of the relationships between change‐related sensemaking, interpretation, readiness, and behavioural action decision‐making. Second, it elucidates the impact of human agency properties, namely the interplay of efficacy perceptions, social learning, and self‐regulating mechanisms on these change‐related cognitive processes and subsequent behavioural outcomes.

Keywords

Citation

Kuntz, J.R.C. and Gomes, J.F.S. (2012), "Transformational change in organisations: a self‐regulation approach", Journal of Organizational Change Management, Vol. 25 No. 1, pp. 143-162. https://doi.org/10.1108/09534811211199637

Publisher

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Emerald Group Publishing Limited

Copyright © 2012, Emerald Group Publishing Limited

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