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Article
Publication date: 17 January 2022

Jennifer L. Sparr, Daan van Knippenberg and Eric Kearney

Paradoxical leadership (PL) is an emerging perspective to understand how leaders help followers deal with paradoxical demands. Recently, the positive relationship between PL and…

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Abstract

Purpose

Paradoxical leadership (PL) is an emerging perspective to understand how leaders help followers deal with paradoxical demands. Recently, the positive relationship between PL and follower performance was established. This paper builds on and extends this research by interpreting PL as sensegiving and developing theory about mediation in the relationship between PL and adaptive and proactive performance.

Design/methodology/approach

The paper develops a new measure for PL as sensegiving and provides a test of the mediation model with data from two different sources and two measurement times in a German company.

Findings

Multilevel mediation analysis (N = 154) supports the mediation model.

Originality/value

The paper presents sensegiving about paradox as a core element of PL, which informs the choice of change-readiness as mediator. This study also develops and validates a scale to measure PL in future research.

Details

Leadership & Organization Development Journal, vol. 43 no. 2
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 17 May 2021

Prashant Mehta

Prolonged closure of educational institutions prompted authorities to adopt online teaching as an alternative method to impart education. The purpose of this study is to

Abstract

Purpose

Prolonged closure of educational institutions prompted authorities to adopt online teaching as an alternative method to impart education. The purpose of this study is to investigate the readiness on the part of teachers to switch/adopt online teaching as a part of their pedagogy. Also, this study analyses relationship between perceived stress (PS) and readiness to change (RTC)/adopt.

Design/methodology/approach

All the constructs were adapted from established scales, exploratory factor analysis confirmed item loadings on the appropriate constructs. Convenience sampling was used for data collection; owing to COVID-19 this appeared to be the only viable method. Partial least square structural equation modelling was used for analysis of data.

Findings

Results from this study indicate that 32.2% variance in RTC is accounted for by exogenous constructs perceived usefulness, perceived ease of use and autonomy (AUT). Although f2 effect size pointed towards non-significance of AUT in predicting RTC (path coefficients were found to be significant for all the exogenous constructs). Also, RTC accounted for 32.6% variance in PS. To assess the predictive relevance of the model, blindfolding procedure was used to obtain Q2 values (Q2PS = 0.231; Q2RTC = 0.243). Positive Q2 values provide support for the model’s predictive relevance.

Research limitations/implications

Data were collected from teachers employed in urban public schools. A complete picture can be obtained by involving teachers from rural public and state-run schools.

Practical implications

Teachers’ readiness to adopt online teaching as a part of their pedagogy may act as a starting point for the policymakers to design properly structured training programs for teachers that minimise stress levels.

Social implications

If not handled properly, the society may end with either loss of learning to one generation or a major chunk of stressed-out teaching populations or both.

Originality/value

To the best of the author’s knowledge, this study is probably the first one focusing on sudden shift to online teaching and PS.

Details

Corporate Governance: The International Journal of Business in Society, vol. 21 no. 6
Type: Research Article
ISSN: 1472-0701

Keywords

Article
Publication date: 11 July 2018

Usman Aslam, Farwa Muqadas, Muhammad Kashif Imran and Abdul Saboor

The purpose of this paper is to investigate new emerging organizational parameters and their roles in successful change implementation. These organizational parameters are rarely…

3462

Abstract

Purpose

The purpose of this paper is to investigate new emerging organizational parameters and their roles in successful change implementation. These organizational parameters are rarely investigated especially in the context of organizational change (OC) in private and public sector organizations.

Design/methodology/approach

In cumulative, 403 valid responses have been obtained randomly from public sector workers by using self-administered questionnaires.

Findings

The results reveal that knowledge sharing regarding incremental and radical changes can helpful for effective OC implementation. Findings highlight the significant role of emotional and social intelligence in managing resistance and bringing openness to change in these organizations. It is also found that social media has become an important emerging organizational parameter to foster effective communication and knowledge sharing during OC implementation. Apart from the direct effects, readiness to change has multiple effects coupled with emerging organizational parameters to implement change successfully.

Research limitations/implications

The results of the current study offer diversified implications for theory, practice and global society. The theoretical base is taken from the well-known theories of management (i.e. Lewin’s three-step model, field theory, intelligence theory, cost-effective theory, social exchange theory, social network theory and social penetration theory). Emerging organizational parameters that have a potential impact on effective change implementation are identified. The findings suggest that global organizations should have to initiate effective networking structure using social media applications and social intelligence skills to remain connected and get positive responses about change formulation and implementation decision.

Originality/value

A majority of studies have presented the research model on OC implementation in the context of developed countries, which form 30 percent of the world’s population, mostly the Americas and Europe. It is observed that a developing country, such as Pakistan, has a culture that is based on power distance, collectivism and more political influence as compared to developed countries. Triandis et al. (1980) argued that any theoretical contribution without considering the cultural aspect can lead to bias findings. There is limited research available in the world that is conducted to examine the interactive effects of readiness to change on the relationship between effective change implementation, knowledge sharing, intelligence and social media. These findings are useful to plan and execute OC using new emerging organizational parameters.

Details

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

Keywords

Article
Publication date: 12 April 2022

Sunil Budhiraja and Neerpal Rathi

The study aims to examine the association between learning culture and adaptive performance of delivery employees during crises situation. The study develops and tests a model…

Abstract

Purpose

The study aims to examine the association between learning culture and adaptive performance of delivery employees during crises situation. The study develops and tests a model that explains how learning culture, through change-efficacy and meaningful work, influences employees' adaptive performance (including how they handle crisis situations and deal with uncertainty).

Design/methodology/approach

Data was collected from 298 delivery employees working in e-commerce companies throughout India in a time-lagged manner. Regression analysis and structural equation modeling were performed to assess the influence of learning culture, change-efficacy and meaningful work on adaptive performance using SPSS 24. Further, PROCESS macro was used to test the parallel mediation effects through bootstrapping approach.

Findings

The study establishes a significant direct and indirect relationship between learning culture and adaptive performance for employees. Further, underpinning the transformative learning theory (Mezirow, 1997), and job characteristics theory (1976), this study came across two pathways for organizations to transform their learning efforts into improved adaptive performance for employees.

Practical implications

Organizations, particularly in crisis situations, can leverage employees' change-efficacy and meaningful work to connect learning efforts with employees' adaptive performance.

Originality/value

The study contributes significantly to existing theory on transformative learning and job characteristics theory while strengthening the literature on antecedents of employees' adaptive performance, particularly in crises situation.

Details

International Journal of Productivity and Performance Management, vol. 72 no. 8
Type: Research Article
ISSN: 1741-0401

Keywords

Article
Publication date: 8 June 2010

Alessandro Margherita and Claudio Petti

The purpose of this paper is to identify the main factors affecting information and communication technology (ICT) adoption and process redesign within organizations, with the…

2288

Abstract

Purpose

The purpose of this paper is to identify the main factors affecting information and communication technology (ICT) adoption and process redesign within organizations, with the objective of defining a systematization framework and a set of methods and tools useful for students and practitioners.

Design/methodology/approach

The review of literature focused on organizational change and ICT‐enabled process innovation allows to extract the key issues for building the model and approaches presented.

Findings

The effective introduction of change requires addressing aspects placed at strategy, people, process and enablers level. A system view of these components and their relationships is a key to streamline ICT adoption and process redesign.

Research limitations/implications

The roadmap is addressed to support only the design or pre‐implementation phase of change, with a major intra‐organizational perspective.

Originality/value

The main asset of this paper is to combine several frameworks into a unique roadmap to support the investigation of human, process, and technology dimensions of organizational change. Besides, a set of methods and tools are proposed to streamline the design of ICT‐enabled and process‐based change within an organization.

Details

Business Process Management Journal, vol. 16 no. 3
Type: Research Article
ISSN: 1463-7154

Keywords

Article
Publication date: 25 April 2022

Sunil Budhiraja and Neerpal Rathi

By integrating job demands-resource (JD-R) theory and organizational change approach, the paper investigates determinants of positive mental health (PMH) of employees experiencing…

Abstract

Purpose

By integrating job demands-resource (JD-R) theory and organizational change approach, the paper investigates determinants of positive mental health (PMH) of employees experiencing unpredictable organizational change (i.e. transition from physical work to remote work and other associated changes during the Covid-19 pandemic). The paper aims to examine the direct and indirect effects of continuous learning (CL) and mindfulness (MF) on PMH of employees via their perceived change-efficacy (CE).

Design/methodology/approach

Time-lagged primary data were collected from a cohort of information technology employees experiencing organizational change in the past one year. During the first stage, data was collected on variables, including CF, MF and CE, whereas response on PMH of employees was collected after one month. AMOS-24 has been used to assess the measurement model and perform the analysis.

Findings

At the outset, the study affirms that CL, MF and CE significantly contribute toward PMH of employees. The mediation analysis suggests that CE significantly mediates both relationships (i.e. CL-PMH and MF-PMH).

Practical implications

First, CL and MF are key to recovering from a crisis and enhancing PMH of employees. Second, employees’ CE is an essential ingredient for organizations to successfully implement organizational changes while amplifying the PMH of employees.

Originality/value

The study is one of its kind which examines the antecedents of employees’ mental health during organizational change while examining the mediating role of their CE. The findings contribute substantially to the literature of organizational change and JD-R theory by integrating and extending it to organizational change context.

Details

foresight, vol. 25 no. 3
Type: Research Article
ISSN: 1463-6689

Keywords

Article
Publication date: 2 January 2020

Ahmad Bayiz Ahmad, Bangcheng Liu and Atif Saleem Butt

The purpose of this paper is to develop a standardized, psychometrically sound instrument for the emerging construct of change recipient proactivity (CRP), using a deductive…

Abstract

Purpose

The purpose of this paper is to develop a standardized, psychometrically sound instrument for the emerging construct of change recipient proactivity (CRP), using a deductive approach.

Design/methodology/approach

Using a systematic item-development framework as a guide (i.e. item generation, questionnaire administration, item reduction and scale evaluation) and based on a sample of 414 white-collar employees, this paper discusses the development and validation of an instrument that can be used to measure change recipient’s proactive behavioral responses to planned change efforts.

Findings

Results suggest that our proposed CRP scale is internally consistent (reliable) and valid in that it is conceptually distinct from, yet empirically correlated with neighboring constructs such as affective commitment to change, readiness for change and proactive personality.

Research limitations/implications

The findings illustrate that change recipients can demonstrate proactive behaviors in response to change efforts. However, this study’s contribution is only a first step, requiring further theoretical and methodological refinement of the scale in different contexts.

Originality/value

The deductive nature of our study resulted in a comprehensive and domain-specific scale assessing recipients’ proactive responses to organizational change efforts. This opens doors to empirical studies on examining the conditions under which change recipients “may” step outside the boundaries of passivity to respond positively and proactivity to organizational change efforts.

Article
Publication date: 4 July 2018

Meryem Uluskan, John K. McCreery and Lori Rothenberg

Implementing new quality initiatives in organizations is challenging, as it requires managers and employees to adjust to new processes, methodologies and even mindsets. The…

1387

Abstract

Purpose

Implementing new quality initiatives in organizations is challenging, as it requires managers and employees to adjust to new processes, methodologies and even mindsets. The purpose of this study is to investigate the relationship between quality management (QM) practices and readiness for change due to implementing new quality initiatives such as lean, six sigma and to determine which dimensions of QM are more important to change efficacy and change commitment.

Design/methodology/approach

The issues are examined in this study through the analysis of survey data obtained from US textile and apparel industry managers by using factor analysis, stepwise regression to construct path model and structural equation modeling.

Findings

This study identifies change readiness measures which are specific for quality implementations and establishes two constructs, namely, change commitment and change efficacy. The results indicate that as good Employee Relations increase, the level of organizational change commitment increases. If employees are engaged and empowered to provide excellent quality, then it is more likely that they will be committed to change due to implementing future quality initiatives. Moreover, a direct relationship between Customer Relationship Management and change efficacy is found. Companies with a strong customer orientation are more able to implement the quality initiatives that matter to their markets.

Originality/value

This study is unique in investigating the empirical relationship between QM practices and the dimensions of readiness for change due to implementing new quality initiatives via data from various organizations. This study empirically contributes to the QM literature with change readiness antecedents in quality implementation setting.

Details

International Journal of Lean Six Sigma, vol. 9 no. 3
Type: Research Article
ISSN: 2040-4166

Keywords

Article
Publication date: 1 May 2020

M. Nazmul Islam, Fumitaka Furuoka and Aida Idris

The purpose of this paper is to propose a conceptual framework for ensuring employee championing behavior (ECB) during organizational change for business organizations in…

1489

Abstract

Purpose

The purpose of this paper is to propose a conceptual framework for ensuring employee championing behavior (ECB) during organizational change for business organizations in Bangladesh.

Design/methodology/approach

On the basis of previous literature, this paper proposed a framework for ensuring ECB during organizational change.

Findings

This paper proposed transformational leadership (TL), which enhances the championing behavior of the employee. In addition, valence, work engagement and trust in leadership act as potential mediators between TL and championing behavior. This paper also proposed organizational alignment (OA) as a potential moderator that influences ECB in the context of organizational change.

Research limitations/implications

This paper highlights numerous influential factors that enhance ECB. This proposed conceptual framework will be validated by the empirical evidence in future research.

Practical implications

This paper provides new insights for business leaders to understand the importance of ECB during organizational change. Moreover, this research underlined the effectiveness of valence, work engagement and trust in leadership and OA to nurture ECB in the time of organizational change, which helps managers of the business organizations to make efficient strategies to tackle organizational change.

Originality/value

This paper adopted Kurt Lewin’s change management theory and integrated with different factors associated with organizational change (TL, valence, work engagement, trust in leadership and OA) to propose a model to understand the mechanism of enhancing ECB in the context of change in Bangladesh’s business organizations.

Article
Publication date: 18 June 2019

Jeremias Jesaja De Klerk

The purpose of this paper is to explore change leadership in the context of traumatically experienced change. “Being-centeredness” is proposed as a change leadership paradigm…

Abstract

Purpose

The purpose of this paper is to explore change leadership in the context of traumatically experienced change. “Being-centeredness” is proposed as a change leadership paradigm, with the leader becoming a facilitative instrument who assists restoration of a healthy working environment, healed emotions and change transitioning.

Design/methodology/approach

This paper is a conceptual research paper. Conceptualizations of being-centeredness are developed by building on the discourse of change emotions in organizations and research on change leadership.

Findings

Change interventions are experienced more traumatic than often believed. Healing of these emotions is essential to avoid stuckness. Becoming an instrument of change enables being-centered leaders to assist the emotional healings of victims and survivors when change is experienced as traumatic, promoting individual transitioning, restricting resistance to enhance change readiness and resilience.

Research limitations/implications

Although conceptualizations are supported by an abundance of research and practical experience, as with any conceptual research, it lacks direct empirical evidence to support the conceptualizations.

Practical implications

Being-centeredness is an untapped inner capacity in many change leaders and change interventions. Explicitly normalizing and promoting being-centeredness and the further development of this capacity in leaders will allow this latent capacity to surface from its suppressed state, to be applied overtly.

Originality/value

The paper provides a new paradigm on leaders can and should deal with acute emotions that are often experienced from change, which focus more on the way of being of leaders, than competencies or change activities that must be done. This is likely to further emotional healing, change transitioning, resilience and ultimately change success.

Details

Journal of Organizational Change Management, vol. 32 no. 3
Type: Research Article
ISSN: 0953-4814

Keywords

21 – 30 of over 18000