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1 – 10 of over 5000Noufou Ouedraogo and Mohammed Laid Ouakouak
Organisations implement changes either to address real business imperatives or to follow trends in their industries. But frequent changes in an organisation often lead to employee…
Abstract
Purpose
Organisations implement changes either to address real business imperatives or to follow trends in their industries. But frequent changes in an organisation often lead to employee change fatigue and change cynicism. The purpose of this study is to investigate the impact of the change logic of appropriateness and the logic of consequences on change fatigue and change cynicism and the impact of change fatigue and change cynicism on change success.
Design/methodology/approach
To carry out this study, the authors collected data on a sample of 320 participants from diverse organisations, and they used structural equation modelling (SEM) techniques to test our hypotheses depicted in the research model.
Findings
The authors found that the change logic of consequences reduces both change fatigue and change cynicism, whereas the change logic of appropriateness increases change fatigue. The authors also found that change fatigue does not have any direct effect on change success, although it maintains an indirect negative effect on change success through change cynicism.
Practical implications
Along with other practical implications, the authors recommend that change managers help employees understand any logic of consequences that sustain their change initiatives. Additionally, change managers should work to prevent change fatigue from turning into change cynicism, which is the real precursor of reduced change success.
Originality/value
This study is among the first to show that employees experience change fatigue and change cynicism differently, depending on the reason underlying the change. It is also among the first to show that change fatigue does not affect change success directly but does so through the interplay of change cynicism.
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Cody B. Cox, Emily Gallegos, Gregory J. Pool, K. Matthew Gilley and Natasha Haight
Change fatigue refers to the state when excessive change has led workers to feel exhausted and unable to further adapt. While the concept of change fatigue has been discussed…
Abstract
Purpose
Change fatigue refers to the state when excessive change has led workers to feel exhausted and unable to further adapt. While the concept of change fatigue has been discussed, research exploring predictors, mediators and consequences of change fatigue is limited. The purpose of this study was to empirically demonstrate that organizational change frequency predicts change fatigue, and that change fatigue predicts important outcomes (e.g. reduced performance) via mediators such as reduced commitment and satisfaction.
Design/methodology/approach
In two cross-sectional studies, the authors explored predictors, mediators and outcomes of change fatigue.
Findings
In study one, participants from organizations experiencing more change reported greater change fatigue, and change fatigue predicted increased strain, burnout, intention to turnover and decreased engagement. In study two, change fatigue had significant indirect effects on teamwork, turnover intention and performance via reduced job satisfaction and organizational commitment.
Research limitations/implications
Both studies were cross-sectional; future studies should explore the predictors and consequences of change fatigue longitudinally.
Practical implications
Change managers need to be aware that frequent organizational changes predict change fatigue, which reduces both job satisfaction and organizational commitment and leads to worse performance.
Originality/value
This is the first study demonstrating that change frequency predicts change fatigue, and that fatigue impacts performance outcomes via reduced satisfaction and commitment.
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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
Researchers from the US showed that working adults who experienced more work change reported greater levels of fatigue, leading to increased burnout, strain, intention to leave and decreased engagement. A second study revealed change fatigue had significant indirect effects on teamwork and turnover intention. Meanwhile, results confirmed that performance suffered because of reduced job satisfaction and organizational commitment.
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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Deborah Gaspar and Kelly Hayden
How does leadership empower seasoned staff to relinquish historical practices without compromising self-image with new staff? Libraries are rife with legacy practices; those…
Abstract
How does leadership empower seasoned staff to relinquish historical practices without compromising self-image with new staff? Libraries are rife with legacy practices; those processes and procedures that were valid and important yet are no longer useful. Relinquishing those practices can be challenging for some staff members. In many cases it is simply, “we’ve always done it that way.” In other cases it has to do with ownership, self-image, or perceptions of job security. The authors examine literature on organizational change exploring the implications of legacy practices and procedures through the lens of Generational Theory. A targeted literature review establishes the link between theories and practices. Specific examples of workflow transitions are examined in order to understand how generational and change theories inform staff behaviors. Legacy practices may be perceived as a barrier that disenfranchises younger staff while at the same time be perceived as a barrier that isolates and devalues older staff. Literature informs us that intra-generational stereotypes prevail and add tensions to discussions of workflow changes. Times of change can be emotionally charged and these stereotypes often lead to misunderstandings, hurt feelings, and conflict. Leadership strategies emerging from literature on organizational change must be applied with careful attention to characteristics identified by generational theory. Communication is a prevalent and recurring theme for successful change initiatives. It is also a moment when generational theory awareness will inform good practice and avoid emotional pitfalls. A careful step-by-step examination of specific workflows that have changed in libraries during recent decades will provide examples in order to inform leaders’ planning for future changes.
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Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.
Abstract
Purpose
Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.
Design/methodology/approach
Scans the top 400 management publications in the world to identify the most topical issues and latest concepts. These are presented in an easy‐to‐digest briefing of no more than 1,500 words.
Findings
Nardelli's change initiatives at Home Depot were successful because they considered and added all the vital ingredients: hard data, speed, communication, enthusiasm and above all, a brave determination to see a vision through.
Practical implications
Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.
Originality/value
The briefing saves busy executives 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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Christian Gadolin and Thomas Andersson
The purpose of this paper is to describe and analyze conditions that influence how employees engage in healthcare quality improvement (QI) work.
Abstract
Purpose
The purpose of this paper is to describe and analyze conditions that influence how employees engage in healthcare quality improvement (QI) work.
Design/methodology/approach
Qualitative case study based on interviews (n=27) and observations (n=10).
Findings
The main conditions that influence how employees engage in healthcare QI work are professions, work structures and working relationships. These conditions can both prevent and facilitate healthcare QI. Professions and work structures may cement existing institutional logics and thus prevent employees from engaging in healthcare QI work. However, attempts to align QI with professional logics, together with work structures that empower employees, can make these conditions increase employee engagement, which can be accomplished through positive working relationships that foster institutional work, which bridge different competing institutional logics, making it possible to overcome barriers that professions and work structures may constitute.
Practical implications
Understanding the conditions that influence how employees engage in healthcare QI work will make initiatives more likely to succeed.
Originality/value
Healthcare QI has mainly been studied from an implementer perspective, and employees have either been neglected or seen as passive resisters. Weak employee perspectives make healthcare QI research incomplete. In our research, healthcare QI work is studied closely at the actor level to understand healthcare QI from an employee perspective.
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The purpose of this paper is to provide a dynamic, multi-faceted and multi-temporal model of organizational change capability (OCC) to better grasp the complexity of this…
Abstract
Purpose
The purpose of this paper is to provide a dynamic, multi-faceted and multi-temporal model of organizational change capability (OCC) to better grasp the complexity of this construct which is still mainly defined through its facilitating conditions rather than its own characteristics.
Design/methodology/approach
Building on the literature on organizational learning, punctuated equilibrium, continuous transformation, organizational ambidexterity and dynamic capabilities, this paper critically analyzes the OCC construct by challenging the ways it is currently studied.
Findings
This paper highlights that OCC contains five dynamically and temporally interrelated dimensions: learning from past change experience, managing continuous change, managing episodic change, managing change without compromising core organizational activities as well as anticipating future change. A set of propositions that link the construct to its facilitators and outcomes are also suggested.
Originality/value
This conceptual analysis shows that recognizing the existence of tensions in change management constructs is crucial to gaining a deeper understanding of the complexities that organizations are facing today. In addition, by proposing a model both in continuity with the literature by adopting a dynamic conception of OCC, but also in discontinuity by shifting the focal point of analysis towards the essence of the construct rather than its peripheral variables, this research takes a step forward to tackle the remaining misconceptions around the interpretation of change capability.
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Hao Chen, Ying Li, Lirong Chen and Jin Yin
While the bring-your-own-device (BYOD) trend provides benefits for employees, it also poses security risks to organizations. This study explores whether and how employees decide…
Abstract
Purpose
While the bring-your-own-device (BYOD) trend provides benefits for employees, it also poses security risks to organizations. This study explores whether and how employees decide to adopt BYOD practices when they encounter information security–related conflict.
Design/methodology/approach
Using survey data from 235 employees of Chinese enterprises and applying partial least squares based structural equation modeling (PLS-SEM), we test a series of hypotheses.
Findings
The results suggest that information security–related conflict elicits information security fatigue among employees. As their information security fatigue increases, employees become less likely to adopt BYOD practices. In addition, information security–related conflict has an indirect effect on employee's BYOD adoption through the full mediation of information security fatigue.
Practical implications
This study provides practical implications to adopt BYOD in the workplace through conflict management measures and emotion management strategies. Conflict management measures focused on the reducing of four facets of information security–related conflict, such as improve organization's privacy policies and help employees to build security habits. Emotion management strategies highlighted the solutions to reduce fatigue through easing conflict, such as involving employees in the development or update of information security policies to voice their demands of privacy and other rights.
Originality/value
Our study extends knowledge by focusing on the barriers to employees' BYOD adoption when considering information security in the workplace. Specifically, this study takes a conflict perspective and builds a multi-faceted construct of information security–related conflict. Our study also extends information security behavior research by revealing an emotion-based mediation effect, that of information security fatigue, to explore the mechanism underlying the influence of information security–related conflict on employee behavior.
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This paper examines the relationships between citizenship fatigue, organisational- and job-based psychological ownership and family management among family hotel employees in…
Abstract
Purpose
This paper examines the relationships between citizenship fatigue, organisational- and job-based psychological ownership and family management among family hotel employees in Ghana.
Design/methodology/approach
A total of 479 workers took part in the study by completing either a self-reported questionnaire or an interviewer-administered questionnaire. The hotels and respondents were selected using purposive and convenience sampling techniques, respectively. IBM SPSS version 21 and partial least squares structural equation model were used to process and analyse the data.
Findings
Citizenship fatigue was found to be a negative predictor of organisational- and job-based psychological ownership. Additionally, job- and organisational-based psychological ownership were positively predicted by family management. Furthermore, family management positively moderates the relation between citizenship fatigue and organisational- and job-based psychological ownership.
Originality/value
This study appears to be one of the first to have investigated a model linking family management, citizenship fatigue and psychological ownership in the family hotel context.
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Keisuke Kokubun, Yoshiaki Ino and Kazuyoshi Ishimura
The workplace health management lessons to be learned from the pandemic are important. However, few studies have examined the relationship between workplace anxiety, resources and…
Abstract
Purpose
The workplace health management lessons to be learned from the pandemic are important. However, few studies have examined the relationship between workplace anxiety, resources and behaviors during the pandemic. Therefore, this paper aims to investigate the relationship between anxiety, fatigue, compliance, turnover intention and social and psychological resources during the COVID-19 pandemic by applying the conservation of resources (COR) theory.
Design/methodology/approach
Path analysis was carried out using data obtained from a questionnaire survey conducted on 2,973 Chinese employees of Japanese companies in China.
Findings
The analysis showed that anxiety had a positive correlation with compliance, but simultaneously had a positive correlation with fatigue and turnover intention; psychological resources moderated to weaken the relationships between anxiety and compliance/fatigue; social resources moderated to strengthen the negative correlation between compliance and willingness to leave.
Research limitations/implications
This study targeted employees of Japanese companies in China. Therefore, in the future, it is necessary to verify generalizability as to whether it applies to employees of companies of other nationalities in other countries. Also, the authors used newly developed scales instead of the general psychological scales. Therefore, it is necessary to verify the reproducibility using a more general scale.
Practical implications
Anxiety encourages compliance practices but also increases fatigue and willingness to leave. Therefore, a method of inciting anxiety and making employees follow rules reduces the strength of an organization. To overcome this dilemma, managers need to provide psychological and social resources.
Originality/value
This study is the first to show how effective social and psychological resources are in the management of anxiety and fatigue in achieving high performance during the COVID-19 pandemic. This study was conducted in the very early days of the COVID-19 pandemic with the cooperation of employees working for Japanese companies in China. However, the importance of utilizing resources in a crisis revealed by this study can be applied to all kinds of disasters.
Highlights:
-The current study is the result of a survey conducted on employees of Japanese companies in China in the early days of the COVID-19 pandemic.
-Anxiety had a positive effect of promoting compliance and a negative effect of increasing fatigue and willingness to leave the job.
-Psychological resources mitigated these effects of anxiety and, as a result, reduced fatigue and willingness to leave.
-Social resources enhanced the effect of compliance on reducing willingness to leave.
-Workplace health problems caused by the COVID-19 pandemic should be addressed by increasing employee resources on a regular basis, rather than aggravating anxiety.
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