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Drawing on insights from change experience research, the purpose of this paper is to examine the influence of managers’ experiences, as change recipients, on organizational change implemented by the managers.

Since the Japanese sports context fits well with the aims of this research, longitudinal data of Japanese baseball are used to test the hypotheses. The data set was created using resources such as books published by Japanese baseball institutions. Following previous research, teams are regarded as organizations, and the number of changed players in teams per year is considered. The hypotheses have been tested using regression analysis on a yearly basis.

Managers’ experiences as change recipients are an essential determinant of organizational change. The findings show that the amount of change these managers experience is associated with the magnitude of organizational change they implement. Past change experiences in each organization positively moderates this relationship.

Previous studies examined managers’ experience after their appointment, and showed its influence on organizational change. However, scarce research examines the effect of managers’ experiences as change recipients on the organizational change they implement. Thus, this is the first study to analyze and test the effects of such experiences on organizational change.

The failure rate of change is high amongst countries and cultures where collectivism, destructive politics and resistance are high. Therefore, change leaders are more focused on exploring how they can create networking and socialization amongst major organizational stakeholders that can minimize detrimental cynicism and lobbying during change implementation. This study is an attempt to shed light on how Social Networking Applications (henceforth SNAs) can facilitate change implementation processes in the insurance sector.

The individual reaction and interaction realities during the change process cannot be discovered once and for all as there are varied perspectives on the same subjects. Therefore, a social constructionist position was used to understand the different realties of change managers and change recipients using the context of insurance sector.

The study documented how SNAs can play an active role in addressing the concerns of employees as well as managing and protecting knowledge sharing to facilitate the change implementation process. The collaborative and interactive nature of SNAs can enhance richness in knowledge sharing and can facilitate the participation of employees. Therefore, management should monitor these platforms as a means to improve the change process and to address the concerns of employees. These networking channels which include WhatsApp and Facebook can enhance social interactions, support and acceptance at individual and organizational levels.

Social media has become a familiar tool for employees to use to discuss internal changes and policies within their organizations. Social media enhances the richness, reach, knowledge exchange and effective internal communication potential amongst organizational change stakeholders. Using social media, change recipients are now more empowered and connected with their leadership that ever before. It is now easier to facilitate decision making during the change formulation and implementation process.

Social media applications have become necessary to ensure incremental and radical changes to the survival of dynamic businesses. The findings of this study are beneficial for change leaders and recipients of change to implement successful organizational change using social media tools. The effective and efficient use of social media applications helps organizations to foster knowledge amongst employees and they can address various critical issues, that is resistance to change, lower levels of knowledge sharing and support for change acceptance and lack of employee participation in decision making.

There is an inadequate understanding regarding how SNAs play a role in facilitating the change process in both public and private sector organizations. This study offers a social mchange facilitation model with the help of social learning, social networking and social behaviourism theories.

The purpose of this study is to identify the role of social media in implementing effective organizational change. The study illuminates how social media applications support the antecedents of organizational change in the workplace.

The study followed an interpretive approach based on qualitative design and grounded theory using 41 non-directive and semi-structured interviews with change leaders and change recipients. These respondents were chosen using purposive sampling and thematic analysis was then performed using NVivo 11-Plus software.

This research highlights how social media applications can be used to overcome the challenges of organizational change implementation. The findings of the study illuminate various emerging themes such as social media applications are beneficial for fostering knowledge sharing about change processes and enhancing effective communication during change formulation and implementation. It can increase the level of trust and participation in decision-making and decrease the level of resistance to change. Also, it can enhance the level of support for change acceptance in the workplace.

Social media application (SMAs) are helpful to foster informal, constructive and relevant discussion with respect to routines organizational tasks, employee concerns about new changes, information about job security and financial and non-financial benefits after change implementation. The effective and efficient use of SMAs helps organizations to foster knowledge amongst employees and they can address various critical issues i.e. employee uncertainties about change initiatives, social consensus on the solution of problems and interactive communication among social actors within a network.

The study represents an effort to explore seldom-researched aspects such as the role of social media in the context of change formulation and implementation at the workplace. Social media applications have become popular across the world and the speed of their usage is rising day by day, but their real contribution toward organizational change has not yet been fully understood.

The purpose of this paper is to examine the influence of organizational level on employees' perceptions and reactions to a complex organizational change involving proposed work force redesign, downsizing and a physical move to a new hospital.

Participants included executives, supervisory and non‐supervisory staff in a major tertiary hospital. Recorded in‐depth interviews were conducted with 61 employees about the positive and negative aspects of the change.

A total of 12 themes were identified from content coding, including emotional responses and attitudes toward the change, issues about the management of the change process and about change outcomes. Supervisory and non‐supervisory staff referred more to conflict and divisions, and expressed more negative attitudes toward the change, than did executives. Executives and supervisory staff focused more on planning challenges and potential outcomes of the change than did non‐supervisory staff. Finally, compared to other staff, executives focused more on participation in the change process and communication about the change process.

This study examines the organizational change at only one time point in one organization. Perceptions of the change may change over time, and other identities like professional identity may influence perceptions.

These findings suggest that change agents should consider the needs of different organizational groups in order to achieve effective and successful organizational change.

This study clearly shows the impact of organizational level, identifying similarities and differences in perceptions of change across level.

The purpose of this paper is to confirm predictions that employee reports of psychological climate, appraisals of change and levels of adjustment during a change programme would be more positive for employees in higher status groups (operationalized as hierarchical level in the organization and occupational role).

Two questionnaire studies were conducted and data were analysed using Multivariate Analysis of Variance (MANOVA). Study one examined differences among 669 public sector employees as a function of status (organizational hierarchal level). Study two examined differences among 732 hospital employees as a function of role (occupational group) and status (managerial responsibility).

The results of study one revealed that upper level staff reported more positive attitudes during change, across a range of indicators. The results of study two showed that non‐clinical staff reported more negative attitudes during change than other occupational groups. In addition, managers appraised change as more stressful than non‐managers, but felt more in control of the situation.

A limitation of the paper is the cross sectional and self‐report nature of measurement. Future research could utilize a longitudinal design and collect alternative sources of data to indicate the constructs of interest, e.g. supervisor ratings of employee adjustment during change.

Together, the results of both studies highlighted the importance of implementing change management interventions that are targeted at the sub‐group level.

The findings of the paper add empirical evidence to the emerging literature on group differences in adjustment during organizational change. The paper will be of interest to academics and practicing managers, particularly those concerned with the effective management of change programmes.

This article presents a model of employees' rhetorical patterns, which take place during a workplace change.

The method of discourse analysis is used to investigate employees' perceptions of and dispositions to the change. In total, 21 semi‐structured interviews were conducted in two organizations before and after moving to open plan offices.

People tend to frame the change in space by either opposing or conforming ways of making sense. Opposing discourses include rhetorical strategies of social community versus own responsibility, believing in a hidden agenda of management, and distancing oneself. Conforming discourses include social community versus individual opinion, including oneself, and trusting the professionals. Additionally it was found that employees tend to be ambiguous with their messages when interviewed during a workplace change process.

Acknowledging the results of this paper can help workplace managers to make a difference between naturally occurring change resistance among employees and well justified disagreement with the content of the change. Also, the results help workplace managers to understand the rhetoric and behaviour of employees' during a workplace change.

The methodology of discourse analysis is rarely used in facilities management research and is thus a method to be considered in future studies of FM.

To identify and describe work environment conditions that give rise to a shared or different state of the psychological contract for managers and employees.

Semi‐structured interviews conducted with seven managers and 12 employees within an Australian credit union. Questions relate to the causes (work environment conditions) and content (salary, recognition and rewards, trust and fairness, open/honest communication) of the psychological contract. Comparative analysis techniques identify and contrast psychological contract categories of managers and employees.

Although managers and employees shared similar responses as to the state of the psychological contract, they attributed different causes to these states. Managers tended to construct rational explanations and emphasise resource constraints and financial considerations, whilst employees constructed emotional explanations and attributed this situation to an unfair, uncaring or distant management. Employees regarded the Staff Consultative Committee and open‐door policies as “symbolic acts” rather than genuine attempts to give employees a voice in the company.

Aligning the psychological contract espoused by management more closely with that upheld by employees requires managers to adopt more personal, face‐to‐face communication strategies. The removal of status‐related barriers to communication places managers in a better position to explain to employees how the organisation can meet (or not) specific contract expectations and obligations.

Paper provides interesting insights into how contracts form within the context of work environment, HRM policy and practice, and cultural factors – work context factors largely ignored by psychological contract researchers.

The purpose of this research is to investigate the detrimental effects of cynicism on organizational change. It presents an interactive and novel theoretical research model based on organizational cynicism. The study aims to determine the causes of cynicism and suggests remedies for it so that change may be implemented with the consensus of all stakeholders.

This is an associational study that aims to test the hypotheses of linear relationships among the variables used in the proposed model. Data have been collected from 417 employees, working for three public sector organizations, by using self-administrated questionnaires. The model proposed in this research has been tested by using regression analysis in Amos 22. The interactive effects have been examined by using Aguinis’s (2004) multiple moderated regression.

The results reveal that dispositional resistance increases the intention of an employee to exhibit withdrawal behavior and that organizational contextual factors have statistically significant relationships with employees’ withdrawal behavior and their job satisfaction. Moreover, the results of interactive effects are partially significant.

The Government of Pakistan, the managements of public sector organizations and workplace unions can resolve the issues of cynicism and job insecurity by involving employees in decision making and by building trust in change leaders. Employees’ participation and their trust in change leaders can decrease their intentions to exhibit withdrawal behavior and lessen the occurrences of organizational cynicism. In addition, trust in change leaders can raise job satisfaction, while job insecurity can decrease the job satisfaction levels of employees.

This research presents and examines a unique multiple interactive model of organizational cynicism. Until recently, a scant number of studies particular to Asian culture, have investigated the detrimental and interactive effects of cynicism on organizational change.

The purpose of the paper is to investigate identity change in savings banks. The savings bank movement is gradually shifting from a residual culture of using the bank to promote savings, into a dominant culture closely resembling commercial banks.

Theory draws on key research in the field of organisational change and corporate identity. A qualitative methodology is used to investigate a large portion of the savings banks movement in Sweden.

The shift in culture is a result of decreasing values of original visions, a process of commercialising the savings bank idea and increasing chief executive officer (CEO) influence and professionalisation.

The results are primarily applicable for savings banks.

The paper shows the ongoing changes in the savings bank community and the effects of these changes on critical stakeholders. In particular, the important role of CEOs in non‐profit organisations is illustrated and discussed.

Few studies focus on change in culture and the consequences for stakeholder relations. There is no prior study on savings banks and organisational change.

The purpose of this study is to explore how managers’ prior experiences as recipients of change influence the organizational changes they then go on to make in their management role.

The study looks at the frequency and total amount of changes using data from Japanese professional baseball teams over the period 1936-2003, using the replacement of core players from year to year in each team as a measure of change. It uses only data from the managers' first post in that role.

The results showed that organizational change is significantly and positively related to the amount of the change managers’ prior experiences as recipients of change but not to the frequency of change. Manager turnover, performance pressure and DH dummy were all significantly and positively related to organizational change, and managers’ tenure negatively related.

The types of change processes experienced by managers may also be relevant, and it is likely to be important to investigate the timing of exposure to change as recipients, whether early after an individual joins an organization or some considerable time after they do so. Also, the particular power relationships between managers and employees may affect their capacity to promote change effectively. It would also be illuminating to replicate this kind of research in different, non-sporting contexts to explore whether or not these findings can be of general significance.

When organizations seek to appoint new managers, they should consider carefully their previous experience of change as recipients. These experiences may have an unconscious impact on change capacity. Because they may be unconscious the management candidates may not mention such experiences at interview, for example, unless specifically questioned about any such experiences. Similarly, they may not mention this in their CV or application unless specifically asked to do so. Considering the amount of change in their prior experience may be more important than the frequency of change which may or may not be important.

The study explores managers’ prior experiences as recipients of change. To the best of the author’s knowledge, this is the first study to analyse the impact of experiences prior to taking up a management post on their subsequent implementation of organizational change as managers. Previous studies investigated managers’ experience after their appointment and its impact on their implementation of change. In contrast the present study focuses on their experiences as recipients of organizational change and how it impacts on their behaviour as managers.