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Article
Publication date: 12 November 2018

Ritu Tayal, Rajesh Kumar Upadhya, Mohit Yadav, Santosh Rangnekar and Reena Singh

The purpose of this study is to empirically examine the association between transformational leadership and employee acceptance to change while establishing the mediating…

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Abstract

Purpose

The purpose of this study is to empirically examine the association between transformational leadership and employee acceptance to change while establishing the mediating effects of innovative behaviour and the moderating effect of the use of information technology (IT) on this association.

Design/methodology/approach

In total, 378 employees of ten banks from Uttarakhand, India, participated in a questionnaire-based survey. The proposed hypotheses and the proposed conceptual model were tested using macro process (Hayes, 2013).

Findings

The results indicated that there exists a positive association between transformational leadership and employee acceptance to change. Furthermore, it was found that this association was mediated by employee innovative behaviour and moderated by the use of IT.

Practical implications

The findings of this study will help managers to comprehend the significance of the innovative behaviour of employees in moulding their acceptance towards change. This paper should encourage bank managers to perceive the significance of the working practice and the infusion of IT. Furthermore, this study accentuates the significance of an effective leadership style, i.e. transformational leadership, as an essential phenomenon to positively impinge on employee acceptance to change in a service-oriented industry, namely banking.

Originality/value

The present study enriches the extant research on transformational leadership and employee acceptance to change by demonstrating the use of IT and innovative behaviour as vital and the important factors that influence the level of persuasion that transformational leadership has on employee acceptance to change.

Details

VINE Journal of Information and Knowledge Management Systems, vol. 48 no. 4
Type: Research Article
ISSN: 2059-5891

Keywords

Article
Publication date: 30 July 2020

Wioleta Kucharska and Denise A.D. Bedford

The study aims to determine how the acceptance of mistakes is related to adaptability to change in a broad organizational context. Therefore, it explores how knowledge…

1441

Abstract

Purpose

The study aims to determine how the acceptance of mistakes is related to adaptability to change in a broad organizational context. Therefore, it explores how knowledge, collaboration and learning cultures (including “acceptance of mistakes”) might help organizations overcome their resistance to change.

Design/methodology/approach

The study used two sample groups: students aged 18–24 years (330 cases) and employees aged >24 years (326 cases), who worked in knowledge-driven organizations. Structural equation models were developed, assessed and compared.

Findings

The effect of the “learning climate” on “adaptability to change” mediated by “acceptance of mistakes” has been detected for young students aged 18–24 years; however, this relationship is not significant for business employees aged >24 years. This result indicates that organizations, unlike universities, do not use mistakes as a tool to support learning that is to lead to change.

Research limitations/implications

Both samples used in the study were obtained from Poland. The business sample was in the majority represented by small and medium-sized enterprises. Therefore, the presented findings may only be applicable to Poland.

Practical implications

Acceptance of mistakes is vital for developing a learning culture. Mistakes help employees adapt to change. Hence, a learning culture that excludes the acceptance of mistakes is somehow artificial and may be unproductive. Paradoxically, the findings reveal that the fact that employees’ intelligence (adaptability to change) improves via mistakes does not mean that organizational intelligence will also increase. Thus, organizations that do not develop mechanisms of learning from mistakes lose the learning potential of their employees.

Originality/value

This study proposes a constant learning culture scale that includes the “acceptance of mistakes” and “learning climate” dimensions. Further, it empirically proves the value of mistakes for adaptability to change. Moreover, it also contributes to the existing literature by demonstrating the mechanism of the relationship between knowledge, collaboration and learning cultures in the context of adaptability to change. This study breaks with the convention of “exaggerated excellence” and promotes the acceptance of mistakes in organizations to develop organizational intelligence.

Details

Journal of Organizational Change Management, vol. 33 no. 7
Type: Research Article
ISSN: 0953-4814

Keywords

Article
Publication date: 23 December 2020

Safuwan Samah

The purpose of this paper is to investigate the antecedents of acceptance of change on Administrative Diplomatic Officers (ADO) from the Management and Professional Group…

Abstract

Purpose

The purpose of this paper is to investigate the antecedents of acceptance of change on Administrative Diplomatic Officers (ADO) from the Management and Professional Group in the Malaysian public service organizations.

Design/methodology/approach

A total of 400 respondents were selected from 6904 ADO who served in Malaysian public service organizations. Data for this study were collected using self-administered questionnaires to study the direct relationship of individual and environmental factors toward acceptance of change; and the impact of organizational support as mediator on the relationship of environmental factors on professionals' acceptance behavior on organizational change. The paper uses quantitative research design, and the hypotheses formulated for this study were tested using SEM AMOS.

Findings

The study revealed that organizational support, attitude toward change, subjective norms and social influences all have significantly direct effect on acceptance to change. In contrast, results showed that locus of control has no direct influence on dependent variable. The results of mediation model analysis suggested that organizational support partially mediates the relationship of subjective norms on acceptance of change.

Research limitations/implications

The population of this study was only involved ADO as middle managers in Malaysia public service organizations. The author's choice of sample limits the generalizability of the results. However, the choice made was instrumental, convinced in reaching a good and rich set of data. It is thus enabled to obtain an ample understanding of the dynamics in the case.

Practical implications

Perceived organizational support should be crucial element taken by human resource development practitioners in Malaysian public service in ensuring that Management and Professional Groups smoothly adapted to organizational changes through subjective norms and social influence.

Social implications

Present study is essential to provide empirical mapping of a hitherto unexplored acceptance of change within the predictor variables examined in this research. By providing a better understanding of public servants' acceptance of change through research variables, this may then improve their service to deliver government work plans and achieving goals.

Originality/value

The findings of this study extend the knowledge of acceptance of change behavior in the context of Management and Professional Group in Malaysia public service. The integration between selected individual and environmental variables toward acceptance of change behavior with mediating variable of perceived organizational support adds values to the body of knowledge toward understanding the process of acceptance of change behavior. The scientific contribution of this paper created an empirical evidence of unexplored area of acceptance of organizational change within the Management and Professional Group, highlighting that the middle managers in public sector organizations veritably believe they are responsible for their own success.

Details

Journal of Organizational Change Management, vol. 34 no. 2
Type: Research Article
ISSN: 0953-4814

Keywords

Article
Publication date: 10 July 2018

Wen Juan Cai, Mark Loon and Peter Hoi Kin Wong

The purpose of this paper is to examine whether trust in management mediates the relationships between two types of leadership (transactional and transformational) and…

1311

Abstract

Purpose

The purpose of this paper is to examine whether trust in management mediates the relationships between two types of leadership (transactional and transformational) and acceptance of change in the Hong Kong public sector.

Design/methodology/approach

Data from 68 civil servants in the Hong Kong SAR Government were used in the partial least squares analysis.

Findings

The findings from civil servants show that although trust in management mediates the relationship between both types of leadership and acceptance of change, transformational leadership is more effective in increasing both trust and acceptance of change.

Research limitations/implications

The strong support for the mediation hypotheses highlights the need for leaders to be trusted by their followers if followers are to accept and support the change process. Trust in management is what ultimately reduces resistance to change.

Practical implications

The findings from this study have demonstrated that one strategy available to leaders in the Hong Kong public sector is to concentrate on developing perceptions of trustworthiness by utilising both transactional leadership and transformational leadership but especially transformational leadership.

Originality/value

This paper provides a unique and nuanced view of leadership and trust, and their effect on the acceptance of change in Hong Kong’s civil service bureau that operates in a turbulent environment. Public sector organisations in Hong Kong are unique in that they contend with pressures from Hong Kong nationals and also with pressures from the Government of Mainland China.

Details

Journal of Organizational Change Management, vol. 31 no. 5
Type: Research Article
ISSN: 0953-4814

Keywords

Article
Publication date: 2 February 2015

Shaheen Mansori, Murali Sambasivan and Samsinar Md-Sidin

The purpose of this paper is to establish and test the role of religiosity, ethnicity, individual basic values, and consumer innovativeness in influencing consumer…

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Abstract

Purpose

The purpose of this paper is to establish and test the role of religiosity, ethnicity, individual basic values, and consumer innovativeness in influencing consumer acceptance of novel products. This paper specifically addresses: the driving force of religiosity and ethnicity and mediating roles of individual basic values and consumer innovativeness in influencing acceptance of novel products.

Design/methodology/approach

A questionnaire was constructed and distributed to 700 respondents in the urban area of Malaysia based on convenience sampling. The data collected data were analyzed using structural equation modeling.

Findings

Findings show that religiosity and ethnicity are the main drivers that influence the acceptance of new products. Specifically, religiosity and ethnicity have negative relationship with openness to change (stimulation, self-direction, and hedonism) and positive relationship with conservation value (traditions and conformity); conservation values have negative effects on consumer innovativeness and acceptance of new products; openness to change values show the positive relationship with innovativeness and acceptance of new products; openness to change and conservation value mediate the relationship between religiosity and consumer innovativeness; conservation value mediates the relationship between ethnicity and consumer innovativeness; and consumer innovativeness mediates the relationship between individual basic values and acceptance of novel products. The model has been able to explain 34 percent of the variance in acceptance of novel products.

Originality/value

Different from previous research that often focussed on demographic and observable (e.g. age, race, religion) antecedents of innovation acceptance, the current research emphasized on the influence of behavioral and psychological characteristics (e.g. religiosity, ethnicity, values and innovativeness) on the consumer acceptance of novel products.

Details

Marketing Intelligence & Planning, vol. 33 no. 1
Type: Research Article
ISSN: 0263-4503

Keywords

Article
Publication date: 14 May 2018

Nathalie Montargot and Béchir Ben Lahouel

Whereas past research has been valuable in explaining how “perceived usefulness” (PU) and “perceived ease of use” (PEU) constructs lead to technology acceptance and…

2046

Abstract

Purpose

Whereas past research has been valuable in explaining how “perceived usefulness” (PU) and “perceived ease of use” (PEU) constructs lead to technology acceptance and refusal behaviors in organizations, it has not explored the antecedents of these two factors. The purpose of this paper is to propose an interpretive approach to the study of front-line employees’ sense making of technological change as well as the understanding of behavioral and psychological origins of PU and PEU.

Design/methodology/approach

This study analyses a major transition in work mode induced by an IT innovation implemented within a leading French hospitality company. A qualitative method was employed to answer the research questions. The data were collected using 22 in-depth semi-structured interviews from front-line employees and their line managers in five 4-star hotels in Paris. The participants were asked how they made sense of the technological change and what they consider when they judge the usefulness and the ease of use during the implementation of change.

Findings

The analysis revealed that employees’ acceptance of technological change is paradoxical and shaped by a continuous process of sense making when using the IT innovation. The findings also suggest that PU can be explained by factors like job relevance, PEU and output quality. Anxiety, playfulness, perceived enjoyment, objective usability and facilitating conditions were identified as antecedents of PEU.

Research limitations/implications

The paper reports the effect of perceptions of social influence, system characteristics, individual differences and facilitating conditions on PU and PEU constructs in IT adoption process. It is among the first to examine the antecedents of such beliefs in the hospitality industry through the use of a qualitative method. It also shows that that three variables – result demonstrability, computer self-efficacy and social influence process described by subjective norm and image – did not play a significant role in influencing the intensions of using the system through PU and PEU.

Practical implications

Understanding the antecedents of the two key predictors in technology acceptance models allows managers to implement efficient adjustments and interventions in order to positively influence employees’ IT innovation acceptance and use.

Originality/value

This qualitative study contributes to open the black boxes concerning the conceptualizations of PU and PEU. It advances the understanding of the employees’ acceptance of IT innovation.

Details

Journal of Organizational Change Management, vol. 31 no. 3
Type: Research Article
ISSN: 0953-4814

Keywords

Article
Publication date: 9 February 2015

Lara Johannsdottir, Snjolfur Olafsson and Brynhildur Davidsdottir

The change management literature on strategy implementation identifies different dimensions of resistance to change. The contrary view – that of dimensions of acceptance of

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Abstract

Purpose

The change management literature on strategy implementation identifies different dimensions of resistance to change. The contrary view – that of dimensions of acceptance of change when implementing strategy – has received less attention. The purpose of this paper is to explore the implementation of environmental sustainability strategies by Nordic insurers, the role of leadership in implementing these changes, and employee acceptance of change.

Design/methodology/approach

For achieving this purpose, this paper reports on an explanatory case study of Nordic non-life insurers, where interviews with insurance executives and specialists were the primary source of data.

Findings

The authors have developed simple strategy maps, focusing on insurers’ own operations, product offerings, loss prevention and claims settlements, investments and influence on stakeholders, to show how common elements of environmental strategies are implemented within the insurance industry. The importance of leadership in organizational change is evident in the data, as well as in employees’ positive attitudes towards implementation of environmental sustainability strategies.

Originality/value

The scientific contribution of this paper is the empirical mapping of a hitherto unexplored area of the implementation of environmental sustainability strategies within the Nordic insurance industry, highlighting the leadership role in implementing environmental sustainability strategies and the elements shaping employee acceptance of change when implementing environmental sustainability strategies.

Details

Journal of Organizational Change Management, vol. 28 no. 1
Type: Research Article
ISSN: 0953-4814

Keywords

Article
Publication date: 1 March 2000

Tobias Kollmann

Success in innovation management of telecommunication products depends not only on sales, but also, and primarily so, on actual call times by subscribers (e.g. on their…

4468

Abstract

Success in innovation management of telecommunication products depends not only on sales, but also, and primarily so, on actual call times by subscribers (e.g. on their mobile phones). It is not only the purchase price that plays a major role for this type of service, but also call and rental charges. This study investigates two potential subscribers’ decisions, using the graphic device of a price/acceptance function and a charge/acceptance function. The first decision is to buy telecommunications products (accepting the purchase price), and the second decision is to use these products (accepting the charges for using the product). In particular, an attempt is made to describe the general profile of the price/acceptance function through considerations of plausibility. Based on an empirical experiment, conclusions are drawn for the pricing policy of telecommunication products, which point to abandoning fixed basic charges and to giving away end‐user sets (e.g. mobile phones) free of charge.

Details

European Journal of Innovation Management, vol. 3 no. 1
Type: Research Article
ISSN: 1460-1060

Keywords

Article
Publication date: 9 April 2018

Ronald Busse and Ufuk Doganer

Fuelled by the latest scandals at Siemens, VW or Walmart, there is a lively debate on the role of compliance and ethics programmes. Unlike large corporations, small and…

1926

Abstract

Purpose

Fuelled by the latest scandals at Siemens, VW or Walmart, there is a lively debate on the role of compliance and ethics programmes. Unlike large corporations, small and medium-sized enterprises (SMEs) arguably tend to underestimate their significance and lag behind. Hence, the purpose of this paper is to shed light on the process of introducing compliance codes and its effects on employee acceptance and performance.

Design/methodology/approach

In line with the qualitative methodology, the authors conducted 12 in-depth interviews with German SME employees which the authors evaluated with the qualitative content analysis.

Findings

As for the major contribution, results indicate the emergence of a lack of understanding, anger, anxiety and operational performance losses – both at the individual and the corporate level – especially when employees feel uninvolved in the initial introduction stadium.

Originality/value

Practicing managers may benefit from the recommendation to facilitate staff involvement at earlier stages. As for theory advancement, the authors draw on Kotter’s (2007) long surviving “Eight Steps Change Management Model” and find significant support for shifting the spotlight of attention towards the first four phases. The authors discuss the original value of the research, admit limitations and illuminate some promising future research trajectories.

Details

Journal of Organizational Change Management, vol. 31 no. 2
Type: Research Article
ISSN: 0953-4814

Keywords

Article
Publication date: 15 July 2021

Lisa Beasley, Sandra Grace and Louise Horstmanshof

Understanding how individuals respond and adapt to change is essential to assist leaders to manage transformational change effectively. Contemporary health care…

Abstract

Purpose

Understanding how individuals respond and adapt to change is essential to assist leaders to manage transformational change effectively. Contemporary health care environments are characterised by frequent and rapid change, often with unrealistic and challenging timeframes. Researchers have employed a range of assessment scales to assess individual readiness for change. Hence, to select the appropriate scale, it is critical to compare the properties of these instruments. A scoping review will be conducted to identify scales that measure an individual's response to change in the healthcare environment.

Design/methodology/approach

In this article the authors used the PIC (Population or Problem, Interest, and Context) design and undertook a comprehensive literature search conducted in Eric, MEDLINE, EmCare, CINAHL, PsychINFO and PubMed. Management databases were also searched including Business Source Premium (Ebesco) and Business Collection (InfoRMIT). Reference lists were scrutinized, and citation searches were performed of the included studies. The primary outcome was the quality of the literature searches and the secondary outcome was time spent on the literature search when the PIC model was used as a search strategy tool, compared to the use of another conceptualizing tool or unguided searching.

Findings

This scoping review identified eight scales used to measure an individual's response to change. This scoping review did not identify any individual change readiness scales specifically designed for use in the healthcare environment. However, two scales (the Acceptance of Change Scale and the Resistance to Change Scale) had applicability across a wide variety of organisational settings.

Research limitations/implications

Scoping reviews do not set out to comprehensively source all relevant literature but rather to ascertain the nature and extent of the published literature in the field. Therefore, it is possible that a systematic review might uncover additional relevant papers.

Practical implications

This scoping review will assist change leaders to gain a better understanding of the different scales used to measure individual response to change.

Originality/value

To manage change effectively, change leaders first need to develop an understanding of how individuals respond and adapt to change. Change leaders require the necessary scales to assist them to understand change processes, providing an understanding of where individuals are placed on the change continuum. To the best of the authors' knowledge, this scoping review is the first of its kind to identify and review scales to measure individual response to change.

Details

Journal of Health Organization and Management, vol. 35 no. 8
Type: Research Article
ISSN: 1477-7266

Keywords

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