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The purpose of this study is to develop a meta-model for organisational change based on a literature review across organisational theories, specific theories about organisational change and systems theories related to theories of organisational change.

The research is based on an extensive literature review for the period 1972–2012 which covers organisational theories, systems theories relating to organisational change theories, and specific theories of organisational change. It used the Social Sciences Citation Index using as search items change, transformation, organization[al] model, theory, systems, and combinations of these terms. The research is based on an extensive literature review for the period 1972–2012 which covers organisational theories, systems theories relating to organisational change theories, and specific theories of organisational change. It used the Social Sciences Citation Index using as search items change, transformation, organization[al] model, theory, systems, and combinations of these terms.

The meta-model is constructed as a complex systems model including the four discourses and their process elements. As each discourse provides specific and different insights into how organisational change occurs, we can widen our field of view on change by switching between different discourses. This also allows a holistic rather than the reductionist methods of other approaches.

The meta-model makes it possible to look at organisational change from a variety of angles. Structural, cultural, behavioral and strategic change can be looked at from four different dimensions. It allows for insights from the different discourses to be drawn upon, as each of which have their merits but also their own limitations. By going beyond the normative discourse, it provides for a model of organisational change that better reflects the complexity of change in real life settings and captures the complexity of the research literature.

The paper seeks to demonstrate that a systems model of change is better able to capture the complex nature of change than are linear models. Synthesizing this literature has been undertaken previously but this has usually been done with linear models of change which have produced limited results.

Four perspectives are outlined on organisational phenomena and three types of organisational change. Using those categories, a framework is developed which identifies 12 major organisational communication focuses. That framework facilitates identification of the nature and purpose of organisational communication from each perspective as it relates to each type of organisational change.

The paper depicts an exercise in which a transtheoretical model of planned personal change serves as a metaphor for planned organizational change. Implications from the metaphorical exercise revealed thought provoking findings regarding the limited nature of OD change processes and their ordering in an organizational intervention. Weaknesses and suggestions for future research are provided.

Purpose – The purpose of this paper is to provide a conceptual framework for the study of communication during organisational change. Although there is an enduring interest in studying (internal) communication during organisational change, there is still little or no empirical research on the topic. Design/methodology/approach – In this conceptual paper a framework is presented on how to study communication during organisational change and how communication could prevent resistance to change. The framework leads to six propositions in which aspects of communication, such as information, feelings of belonging to a community, and feelings of uncertainty, have an influence on resistance to change, which will affect the effectiveness of the change effort. Findings – A distinction between the informative function of communication and communication as a means to create a community was made. In the suggested model communication has an effect not only on readiness for change, but also on uncertainty. Originality/value – This framework can be used by researchers and practitioners to study, guide, frame and model empirical research into this area in the future, and can be used to compare different change programs, within different organisations, to study the contribution of (internal) communication in the success or failure of the change.

The purpose of this study is to build a link between narcissistic supervision and employees' change-oriented organizational citizenship behaviors (OCBs). On the basis of the social dynamics of state paranoia theory, the study examines the relationship between narcissistic supervision and employees' change-oriented OCBs, and explores how this relationship is mediated by psychological safety and affective organizational commitment.

Using data collected from a sample of 183 employee–leader dyads from a technology company in China, the study examines the mediating effects of psychological safety and affective organizational commitment on the relationship between narcissistic supervision and employees' change-oriented OCBs. Structural equation modeling is used to analyze the data.

The results indicate that narcissistic supervision has a negative effect on psychological safety and affective organizational commitment; psychological safety mediates the relationship between narcissistic supervision and affective organizational commitment; and affective organizational commitment mediates the relationship between psychological safety and employees' change-oriented OCBs. The results also show that the negative effect of narcissistic supervision on employees' change-oriented OCBs is mediated by psychological safety and subsequently affective organizational commitment.

This study contributes to the literature by linking narcissistic supervision and employees' change-oriented OCBs and suggesting that psychological safety and affective organizational commitment are two critical mediators of this relationship. This study not only advances research on the “dark side” of narcissistic supervision, but also sheds light on the underlying mechanism of narcissistic supervision and employees' change-oriented OCBs from the psychological and emotional perspectives.

To better understand how leadership behaviours are operationalised to foster organisational identification during change, to maximise the success of change initiatives.

Utilising the Delphi Technique, 15 Australian senior leaders and leadership subject matter experts were canvassed regarding their opinions on the role of leadership in nurturing organisational identification during change. Their perspectives on a preliminary leadership competency framework developed in an earlier research phase were also obtained.

Organisational identification was considered an important organisational construct that can yield a range of positive outcomes – including when guiding organisations (and their members) through change. However, organisational identification currently appears to be more of an academic term than a concept employed in leadership practice. Four key themes emerged regarding the leadership behaviours deemed most effective when encouraging organisational identification during change: (1) effective communication, (2) focus on relationships, (3) stewardship of the organisation and the change it is undertaking, and (4) management of self. The refined leadership competency framework consisted of 12 competencies within four competency domains: (1) Leadership and governance in organisational change, (2) Relationship management and communication skills, (3) Management of people, organisational systems and processes and (4) Personal characteristics and capabilities.

The study outlines a range of specific and observable leadership competencies and behaviours that can be employed to foster organisational identification during change. The findings should be of interest to organisations examining identity processes in response to business disruptions, including ensuring their members retain a sense of connection to the organisation during times of uncertainty and altered work practices.

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.

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.

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.

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.

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.

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.

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.

This study investigates how a firm's regulatory focus (i.e. promotion and prevention foci) affects growth- and efficiency-oriented strategic change, highlighting the role of organizational-level regulatory focus as a cognitive frame within which to interpret performance feedback and its subsequent effects on strategic decisions.

The authors collected longitudinal data on 98 S&P 500 manufacturing firms for a seven-year period. The panel data, which includes texts from the firms' 10-K filings, were then analyzed using a feasible generalized least squares (FGLS) regression estimator to test the authors’ hypotheses.

A firm's strategic change orientation is affected by its regulatory focus and performance feedback: a promotion focus increases the magnitude of growth-oriented strategic change, while a prevention focus favors efficiency-oriented strategic change. Furthermore, both foci moderate the effect of performance feedback on the strategic change orientation: under negative performance feedback, a promotion (prevention) focus increases (decreases) the magnitude of growth-oriented strategic change relative to that of efficiency-oriented change. The findings provide robust evidence that regulatory focus can influence how organizations learn from feedback and formulate strategic change.

The authors’ examination of regulatory focus and organizational learning process relied on large manufacturing firms in the USA. However, learning process could be quite different in small and/or young firms. Future work should expand to a wider range of organizational types, such as nascent entrepreneurial ventures. In addition, the authors’ measurement of regulatory focus using corporate text has inherent weakness and could be supplemented with alternative research methods, such as surveys, interviews or experiments. All in all, however, the findings of this study offer a novel behavioral perspective while demonstrating that a regulatory focus is an important antecedent of organizational learning.

This study highlights the importance of motivational characteristics of the top managers in the process of organizational learning from performance feedback. Furthermore, recruitment of a new top manager should be aligned with the organizational context, values and goals. In addition, corporate governance systems such as managerial compensation schemes need to be carefully designed so as to maximize organizational resilience, especially in the context of performance downturn or environmental change. Establishing a constructive organizational culture so that strategic decisions are not overly swayed by the performance outcomes would also be crucial to the organizational learning process.

This study highlights the importance of understanding the motivational orientations of top managers in organizational learning. In terms of managerial compensation, for instance, an optimal incentive system should reflect the desired performance output by encouraging managerial behavior that corresponds to its objective. Furthermore, motivational orientation of new recruits should be considered in the context of the composition of the top management team members in order to achieve “optimal fit.” In addition, this study suggests that top executives' regulatory focus can be a key factor for organizations in balancing goals of different value orientations.

The findings of this study demonstrated that a firm-level regulatory focus has a significant effect on organizational learning and strategic change following performance feedback. The authors hope this study provides an impetus for future discussions on the microcognitive mechanisms of organizational learning by exploring the relations between organizations' regulatory foci, performance feedback and strategic change orientations.

Future organizations must focus on their ability to change to be sustainable, and this calls more attention to sustainability as an organizational issue. However, change initiatives often fail because of a lack of employee commitment. The purpose of this study is to examine how organizational culture and individual readiness for change (IRFC) relate to types of commitment to change.

Survey data from a sample of 259 employees in a Norwegian public organization undergoing major strategic changes were used to test the hypothesized relations.

The results show that flexible and stable organizational cultures did not relate differently to types of change commitment. This may indicate that the strength, rather than the type, of organizational culture is vital for change commitment. Nevertheless, a flexible organizational culture had a clearer relation to positive change commitment; in part through its positive relation with both change self-efficacy and negative personal valence. These are important dimensions of IRFC.

The study contributes to a nuanced understanding of the role of contextual and individual factors in explaining various types of commitment to organizational change, in particular, by examining the distinction between flexible and stable organizational culture, as well as separate dimensions of IRFC. A flexible culture together with both of the included dimensions of IRFC is shown to be of importance in fostering affective commitment to change – the gold standard of change commitment. Recognizing sustainability as an organizational issue underscores the need for creating a culture conducive to change.

The aim of this chapter is to approach marketing organization from a research perspective, research that reflects contemporary practices of the time. This is done through a review of some of the central texts in the field. The chapter starts by drawing attention to two previous attempts to review and revisit the field, two influential and frequently cited researchers and texts: Achrol’s (1991) frequently cited article entitled “Evolution of the marketing organization: New forms for turbulent environments” and Homburg and colleagues’ (2000) review a decade later entitled “Fundamental changes in marketing organization: The movement toward a customer-focused organizational structure.”

The chapter then reviews the field around 2010, leading into the author’s own concluding reflections on how circumstances internal and external to organizations have affected the organizing of marketing. The chapter argues that while some ideas and changes after 2010 might be viewed as new, other changes are apparently old changes in new shapes. Attention is drawn to six areas of marketing organization research that have emerged and taken a central position in marketing organization research: (1) the adaptation of marketing practice and organization to various business trends, (2) market- and customer-oriented organizations, (3) shifts in marketing’s general role and influence within the firm, (4) marketing’s strategic role and connection to business management, (5) marketing’s interactions with other internal functions, and (6) marketing organization and the application of a wider spectrum of organization theories.