The purpose of this paper is to understand which change process the supplying organization should define for its customer-facing organization in order to successfully increase customer orientation and to be on the short list of their customers’ key suppliers.
Action research was used to carry out this research. Researchers were involved in the change management process of a medium-sized company that wanted to re-design their customer selection and interaction processes: one researcher was a top manager of the participating company, whereas the other researcher worked alongside the organization in a collaborative effort to introduce and roll out sales force training seminars.
Researchers’ main finding shows how the company’s top-management willingness to apply a “soft” approach to change leverages a concept called “emotional connectedness”.
The authors bridge a gap between the literature on change management and the “emotional connectedness” concept related to social psychology. The authors add to existing theories on change management a new perspective based on interpersonal relationships.
Lacoste, S.M. and Dekker, J. (2016), "Driving change: the role of “emotional connectedness” – a case study", The Learning Organization, Vol. 23 No. 5, pp. 357-369. https://doi.org/10.1108/TLO-03-2016-0023Download as .RIS
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