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This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.
Abstract
Purpose
This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.
Design
This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.
Findings
Three hypotheses were supported: 1. Initial and later commitment to change were positively correlated 2. Commitment to change and change supportive behaviour was positively correlated 3. Initial commitment to change was negatively related to resistance to change.
Originality
The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.
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Alfonso J. Gil, Gabriela Mosegui, Rosana Zenezi Moreira and Mauro J. Eguizabal
In the current context of change, leadership is significant in developing employees' commitment to change. In this work, the authors analysed the relationship between inclusive…
Abstract
Purpose
In the current context of change, leadership is significant in developing employees' commitment to change. In this work, the authors analysed the relationship between inclusive leadership and commitment to change and the mediating effect of job satisfaction between inclusive leadership and commitment to change.
Design/methodology/approach
Through a questionnaire, 256 employees from Brazil and Spain were interviewed. The hypotheses were tested through structural equations.
Findings
The results indicated that inclusive leadership is related to individuals' commitment to change and that job satisfaction mediates the relationship between leadership and commitment to change.
Originality/value
This research contributes to the literature on organisational change behaviour and the relationship between two critical contents – leadership and commitment to change – and points out the role of job satisfaction in this relationship. In addition, this work incorporates the variable country culture into the analysis model; however, it is not found to be statistically significant.
研究目的
在目前改革的環境裡,若要培育僱員負起改革的承諾,領導者的素質和能力是甚為重要的。本研究擬探討並分析包容性領導與改革承諾之間的關係,以及工作滿足感在包容性領導與改革承諾之間的中介效應。
研究設計/方法/理念
研究人員透過問卷、訪問了256名來自巴西和西班牙的僱員。各假設均以結構方程式來進行測試。
研究結果
研究結果顯示、包容性領導與個別員工的改革承諾是有關聯的; 另外,工作滿足感是會於領導與員工的改革承諾之間起中介效應。
研究的原創性/價值
本研究在關於組織變革行為與兩個關鍵內容 (分別為領導和改革承諾) 之間的關係的學術文獻上作出了貢獻。研究亦指出、工作滿足感在領導與改革承諾之間所扮演的角色。再者,本研究把國家的文化這個變數納入研究的分析模型內; 唯研究結果顯示、國家的文化在統計學上不成立。
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Stephen Debar Kpinpuo, Isaac Gumah Akolgo and Linda Naimi
In recent times, employers are routinely advertising for position candidates with the capability to work with little or no supervision at all. This is probably because, as…
Abstract
Purpose
In recent times, employers are routinely advertising for position candidates with the capability to work with little or no supervision at all. This is probably because, as businesses strive to globalize operations, supervision has become both complex and expensive. While the general interest in employees with considerable levels of work autonomy may be a strategic one, particularly for banks, it is important to determine the impact of work autonomy on other critical success factors such as employee commitment to change management, innovativeness and quality supervisor-subordinate relationship. This study aims to examine the relationship between these variables by exploring the mediation effect of work autonomy on the relationship between employee innovativeness, quality of supervisor-subordination collaboration and employee commitment to change management in the banking sector of Ghana.
Design/methodology/approach
The study used quantitative empirical strategies involving the distribution of questionnaires to a randomly selected sample of 400 employees of selected banks in Ghana. Data, so collected, were analysed using the PLS-SEM Software.
Findings
Results of the study revealed significant relationships between the quality of supervisor-subordinate collaboration, innovativeness and commitment to change. The findings further established work autonomy as an explanatory variable between the three employee behaviours – innovativeness, quality of supervisor-subordinate connection and commitment to change.
Originality/value
The novelty of this study lies in the interplay of quality employee relations, innovative employee behaviour and commitment to change processes as refereed by work autonomy to promote effective change management activities in Ghanaian banks. The outcome of the study led to the development of a theoretical model for organizational change management.
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Muhammad Kashif Imran, Ambreen Sarwar, Tehreem Fatima and Syed Muhammad Javed Iqbal
In the current dynamic world, organizations required rapid changes to meet the increasing demands of their customers. On the other hand, the practice side claims that the majority…
Abstract
Purpose
In the current dynamic world, organizations required rapid changes to meet the increasing demands of their customers. On the other hand, the practice side claims that the majority of the organizational change attempts fail due to resistance from the employee side. Based on the behavioral theory of leadership, the authors examined the relationship between ethical leadership and organizational change with moderated mediation effect of behavioral resistance to change and commitment to change on the stated relationship.
Design/methodology/approach
Data were obtained from 333 employees, selected at random, in three waves (i.e. pre-change, during change and post-change) using survey methods from services sector organizations operating in Pakistan.
Findings
The authors found that ethical leadership was positively linked to organizational change and this relation was partially mediated by the commitment to change. Further, behavioral resistance to change weakened the relationship between ethical leadership and commitment to change.
Practical implications
The current study illuminates the importance of ethical leaders in the organizational change process, and empirical findings also gave an important direction to build change commitment in employees to reach positive results. Further, change leaders should use ethical practices in the workplace during organizational change initiatives to deal with behavioral resistance to change.
Originality/value
This study links ethical leadership with organizational change using the behavioral theory of leadership, an unexplored area in the existing literature that gives a new insight to academia and practice side officials to successfully implement any organizational change initiative.
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Philip Shum, Liliana Bove and Seigyoung Auh
Although organizational change is inevitable with customer relationship management (CRM) implementation, very little is known about how this change affect employees, and how their…
Abstract
Purpose
Although organizational change is inevitable with customer relationship management (CRM) implementation, very little is known about how this change affect employees, and how their actions in turn influence the success of CRM projects. The purpose of this study is to address this void in the current CRM literature.
Design/methodology/approach
Using an exploratory approach, 13 in‐depth interviews were conducted with bank managers and staff of three banks to provide preliminary support for the conceptual framework.
Findings
The three banks approached their CRM projects with very different results. Two banks achieved less success from their CRM implementation as a result of too little focus being placed on managing CRM‐induced change and people. Only one bank focused a large part of its CRM budget on change management and the organizational factors critical to the implementation. Results demonstrate a possible correlation between employees' commitment to the CRM initiative and the positive outcomes of a bank's performance.
Research limitations/implications
This paper lays down the foundation for more thorough studies on employees' affective commitment to change in the CRM context. Empirical research will be needed to verify the conceptual model presented.
Practical implications
The importance of identifying and securing employees' affective commitment to CRM‐induced change to ensure the successful roll out of a CRM implementation is highlighted.
Originality/value
Initial evidence is gained of the importance of employee commitment to CRM induced change for successful CRM implementation. A total of six organizational drivers are identified which assist in gaining employee commitment to CRM induced change.
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Leonis Marchalina, Hartini Ahmad and Hamid Mahmood Gelaidan
This study examines the influences of personality traits on the employees' commitment to change that moderated by the organizational culture. The employee's commitment to change…
Abstract
Purpose
This study examines the influences of personality traits on the employees' commitment to change that moderated by the organizational culture. The employee's commitment to change is important for the large companies to sustain in the global economy.
Design/methodology/approach
The quantitative data were collected from the employees in the large companies that are listed in Bursa Saham Kuala Lumpur (BSKL) Malaysia. The research used a simple random sampling and a cross-sectional survey.
Findings
The results showed there is a relationship between the personality traits and the employees' commitment to change, moderated by the organizational culture.
Research limitations/implications
This study implies that both practitioners and leaders need to review how they could increase the employees' commitment to change in the companies based on the various personalities.
Originality/value
The originality of the study is the establishment of the instruments and theoretical building on the personality traits, organizational change and employees' commitment to change.
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Runtian Jing, Jia Lin Xie and Jing Ning
The purpose of this paper is to examine the antecedents (psychological contract and perceived reasons for change) and consequences (work behaviors and well-being) of employees’…
Abstract
Purpose
The purpose of this paper is to examine the antecedents (psychological contract and perceived reasons for change) and consequences (work behaviors and well-being) of employees’ commitment to organizational change.
Design/methodology/approach
The authors developed a conceptual model of the antecedents and consequences of commitment to organizational change. In Study 1, based on interviews, the authors developed an instrument to measure the construct “reasons for change.” In Study 2, the authors collected questionnaire data from 228 employees of a Chinese telecom company undergoing organizational changes and tested the conceptual model using structural equation modeling.
Findings
The results showed that the strength of a relational contract (one form of psychological contract) was positively related to normative commitment to change and negatively related to continuance commitment to change. External reasons for change were positively related to affective and normative commitment to change, whereas internal reasons for change were negatively related to affective commitment to change and positively related to continuance commitment to change. Affective commitment was negatively related to exit and aggressive voice. Continuance commitment was positively related to emotional exhaustion, and normative commitment was negatively related to emotional exhaustion.
Research limitations/implications
The single-source cross-sectional design limits the robustness of the conclusions drawn from the findings. Two promising avenues were opened for further research: the interaction of employees’ commitment to change at different levels and the process of social construction of perceived reasons for change.
Practical implications
To facilitate employee commitment to change, organizations should cultivate relational contracts with their employees and attend to the “framing effects” of employees’ perceptions of reasons for change.
Social implications
This study contributes to the understanding of the relationship between employer-employee relations and employee well-being in Chinese society. It suggests that healthy employer-employee relations are beneficial for employee well-being. Moreover, Chinese firms should pay more attention to the changes occurring inside and outside their organizations, which are related to the psychological health of their employees.
Originality/value
The study highlights the importance of relational contracts between an organization and its employees during organizational change process. Moreover, it is among the first to examine the relationship between employees’ perceived reasons for change and their commitment to change.
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The purpose of this paper is to empirically investigate the relationship between learning culture, inquiry and dialogue, knowledge sharing structure and affective commitment to…
Abstract
Purpose
The purpose of this paper is to empirically investigate the relationship between learning culture, inquiry and dialogue, knowledge sharing structure and affective commitment to change. Also, the paper examines the mediating effect of employee resilience on the relationship between learning culture, inquiry and dialogue, knowledge sharing structure and affective commitment to change.
Design/methodology/approach
The sample comprised of responses from 510 employees’ working in information technology companies based in India. Confirmatory factor analysis was employed to analyse the proposed measurement model and structural equation modelling was used to test the study hypotheses. Additionally, the study utilized mediation analyses proposed by Preacher and Hayes (2004) to investigate the mediating role of employee resilience.
Findings
The results show significant relationship between the study variables. Employee resilience was found to partially mediate the relationship between learning culture, inquiry and dialogue, knowledge sharing structure and affective commitment to change.
Practical implications
Examining the relationship between learning culture, inquiry and dialogue, knowledge sharing structure and employee resilience can have significant implications for organizations. The proposed study framework can be utilized by the researchers and human resource practitioners to frame organizational practices and interventions to develop a pool of resilient and change committed workforce.
Originality/value
First, the general understanding of the relationship between learning culture, inquiry and dialogue, knowledge sharing structure and affective commitment to change is scant in literature. Second, the study extends the previous research by investigating the mediating role of employee resilience between learning culture, inquiry and dialogue, knowledge sharing structure and affective commitment to change.
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Cailing Feng, Mulyadi Robin, Lisan Fan and Xiaoyu Huang
Commitment to change is vital for the success of any organizational change initiative. However, despite a sustained increase in research interest on employees’ commitment to…
Abstract
Purpose
Commitment to change is vital for the success of any organizational change initiative. However, despite a sustained increase in research interest on employees’ commitment to change, there is still no consistency about the unidimensional or multi-dimensional construct of commitment to change, and previous research tends to ignore the impact vocational drivers may have on it. The paper aims to discuss these issues.
Design/methodology/approach
Drawing on prospect theory, the authors extended Herscovitch and Meyer’s (2002) commitment to change construct by developing and testing an additional dimension of commitment to change centered on employees’ vocational commitment across two studies, adopting a longitudinal design within a Chinese context. As organizational change often has implications that impacts individual decision making, vocational development and work adjustments and attitudes within the workplace, the authors presented the case for vocational commitment to change as an important extension to the commitment to change literature. The authors first provided evidence for the internal consistency, factor structure and the validity of the commitment to change in the Chinese context. Subsequently, the authors examined the changes of employees’ commitment to change across time, and demonstrated its predictive validity by exploring the relationship between commitment to change and change-related behaviors.
Findings
The current research represents improvements in commitment to change measurement, provides construct clarification in the Asia context, and sheds light on theoretical and empirical evidence for how to support change in the Chinese context. Limitations, implications and directions for future research are further discussed.
Originality/value
The current study responds to a call for research to further investigate the mechanisms of commitment to change within non-Western contexts, specifically within the Chinese context. Through a rigorous scale development process, the authors clarified Herscovitch and Meyer’s (2002) commitment to change model and present an augmented model with a fourth dimension –vocational commitment to change. Furthermore, through a longitudinal study, the current study also demonstrates that the cultivation of commitment to change has great importance to improving employees’ change-supportive behavior and reducing their resistance to change. This is consistent with cross-cultural research, which shows that Chinese individuals are more likely to possess inconsistent attitudes toward an object, including themselves, compared to Western individuals (Spencer-Rodgers et al., 2004). The study also explained the change of commitment to change over time, showing the significant relationships among the commitment to change and change-related behaviors.
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Nor Farah Hanis Zainun, Johanim Johari and Zurina Adnan
The objective of this study is twofold. First, it examines the relationship between stressor factors (i.e. role overload, role conflict, role ambiguity, interpersonal conflict and…
Abstract
Purpose
The objective of this study is twofold. First, it examines the relationship between stressor factors (i.e. role overload, role conflict, role ambiguity, interpersonal conflict and organizational constraints) and commitment to change. Second, it investigates the moderating effect of internal communication in the hypothesized link.
Design/methodology/approach
A total of 225 administrative staff in the public higher education institutions located in the Northern Region of Peninsular Malaysia participated in the study. Structural equation modelling was used to test the hypotheses.
Findings
Role overload, role ambiguity and organizational constraints pose a substantial influence on commitment to change. Internal communication is a significant moderator in the association between role ambiguity and commitment to change.
Research limitations/implications
This study contributes to the Social Exchange Theory by assessing stressor factors as the predictors of commitment to change. Future studies can further extend the model by examining other variables related to stressor factors and extending the nomological networks of these factors in relation to commitment to organizational change.
Practical implications
This study makes explicit the need for management in public higher education institutions to consider stressor factors, particularly role overload, role ambiguity and organizational constraints, which affect the commitment to change. Furthermore, the aspect of internal communication in public higher education institutions deserves further attention by the management in alleviating role ambiguity and boosting commitment to change among the administrative staff.
Originality/value
The study is one of the pioneers to demonstrate that the presence of internal communication as a moderating factor in assessing the influence of stressors on commitment to change among administrative staff in public higher education institutions. Further, little empirical evidence on commitment to change in terms of normative, affective, and continuance in the setting of Malaysian public higher education institution is available in the literature.
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