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Article
Publication date: 23 June 2021

Noufou Ouedraogo, Michel Zaitouni and Mohammed Laid Ouakouak

The purpose of this study is to investigate the effects of leadership credibility on employees' behaviours and attitudes towards organisational change through the lens of…

Abstract

Purpose

The purpose of this study is to investigate the effects of leadership credibility on employees' behaviours and attitudes towards organisational change through the lens of employee commitment to change.

Design/methodology/approach

The authors conducted a quantitative study in which 239 participants from diverse organisations participated.

Findings

Using structural equation modelling techniques, the results reveal that leadership credibility has a positive effect on both affective and normative commitment to change but a negative effect on continuance commitment to change. The authors also report that change success is positively impacted by affective commitment to change and negatively impacted by continuance commitment to change but is not significantly affected by normative commitment to change.

Research limitations/implications

Thus, the authors contribute to closing a knowledge gap in change management theory while making practical recommendations for leading people during times of organisational transition.

Originality/value

This study sheds light on the role of leadership credibility and employee commitment during organisational change.

Details

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

Keywords

Article
Publication date: 9 February 2021

Mohammed Laid Ouakouak, Nour AlBuloushi, Noufou Ouedraogo and Nabeel Sawalha

The purpose of this study is to investigate whether openness to receive and openness to share knowledge drive employees to share knowledge with colleagues in the…

Abstract

Purpose

The purpose of this study is to investigate whether openness to receive and openness to share knowledge drive employees to share knowledge with colleagues in the workplace. The authors also investigate what, if any, influence knowledge sharing has on performance at both individual and work unit levels.

Design/methodology/approach

Data were collected from 237 employees from eight banks in Kuwait. Structural equation modeling techniques were used to test the hypotheses.

Findings

The knowledge receiver’s openness to receive and openness to share knowledge influence the provider’s knowledge-sharing behavior. The latter positively affects the provider’s job performance and the work unit’s innovation performance. Furthermore, knowledge utilization strengthens knowledge sharing’s positive effect on work unit innovation.

Research limitations/implications

The findings of this study are industry and country specific and, therefore, would likely not be applicable to other settings. Thus, similar future research targeting different industries and/or countries is warranted. As a cross-sectional study, this research can also benefit from subsequent longitudinal studies.

Practical implications

Organizations should create a culture conducive to sharing knowledge. For example, managers should assure employees that knowledge shared with coworkers will be well received and utilized, remove barriers to new knowledge utilization and create awareness among employees that sharing knowledge benefits knowledge providers as well as knowledge providers.

Originality/value

The authors provide evidence of how the knowledge receiver’s openness to receive and to share knowledge affect the provider’s knowledge sharing. The authors also provide insights into how knowledge sharing drives job performance and innovation.

Article
Publication date: 8 December 2020

Noufou 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…

1302

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.

Details

Journal of Organizational Change Management, vol. 34 no. 1
Type: Research Article
ISSN: 0953-4814

Keywords

Article
Publication date: 14 May 2018

Noufou Ouedraogo and Mohammed Laid Ouakouak

Successful change implementation is crucial for organizational prosperity, and even survival. The purpose of this paper is to examine the impacts of personal trust and…

3565

Abstract

Purpose

Successful change implementation is crucial for organizational prosperity, and even survival. The purpose of this paper is to examine the impacts of personal trust and communication on change success, through affective commitment.

Design/methodology/approach

Based on an empirical study conducted among 307 employees of Canadian organizations and using structural equation modeling techniques.

Findings

The authors find that communication has a direct impact on change success, as well as an indirect impact through affective commitment. Trust only exerts an indirect effect through affective commitment.

Originality/value

This research thus extends the literature on the role of “soft” organizational factors on organizational change. Since the authors have limited this study to “soft” variables, it can be complemented with a study of hard factors contributing to change success, in order to build a comprehensive organizational change success model.

Details

Journal of Organizational Change Management, vol. 31 no. 3
Type: Research Article
ISSN: 0953-4814

Keywords

Article
Publication date: 26 July 2018

Mohammed Laid Ouakouak and Noufou Ouedraogo

The purpose of this paper is to explore the influence of organizational commitment and trust on knowledge sharing and on knowledge utilization. Also, the study aims to…

1837

Abstract

Purpose

The purpose of this paper is to explore the influence of organizational commitment and trust on knowledge sharing and on knowledge utilization. Also, the study aims to examine the influence of knowledge sharing on knowledge utilization.

Design/methodology/approach

A quantitative study was conducted among 307 employees working at Canadian organizations.

Findings

The results reveal that both affective commitment and professional trust have positive influences on knowledge sharing and knowledge utilization, whereas personal trust and continuance commitment do not. The authors also found that business ethics moderates the relationship between knowledge sharing and knowledge utilization.

Practical implications

These findings extend the literature on knowledge management and demonstrate, from a practical perspective, that in order to build a knowledge-sharing culture, managers must create conditions that allow affective commitment, professional trust and business ethics to flourish.

Originality/value

The current study offers an initial investigation of the effects of both kinds of commitment and trust on knowledge sharing and knowledge utilization.

Details

Business Process Management Journal, vol. 25 no. 4
Type: Research Article
ISSN: 1463-7154

Keywords

Article
Publication date: 6 June 2014

Ouedraogo Noufou, Davar Rezania and Muhammad Hossain

– The purpose of this paper is to measure students’ willingness to mentor their peers and explores key factors to student peer mentoring effectiveness.

Abstract

Purpose

The purpose of this paper is to measure students’ willingness to mentor their peers and explores key factors to student peer mentoring effectiveness.

Design/methodology/approach

The paper uses a hybrid research methodology consisting of a survey and a focus group discussion. The survey was conducted with students of a bachelor of commerce (BCom) program of a North American university to analyze the impact of organizational culture and altruism on their willingness to mentor their peers. The focus group discussion was carried out with students of the same program to explore the objectives, focus, and factors contributing to their willingness to mentor and to peer mentoring effectiveness.

Findings

Organizational culture and altruism significantly affect students’ emotional and intentional willingness to mentor their peers. Peer mentoring can help students prepare their transition from high school to university, guide them through university programs, and help them prepare their transition from university to workplace. Critical factors to peer mentoring effectiveness include a good fit between mentors and mentees, a reasonable ratio of mentor to protégés, and an understanding of and a willingness to address each student's specific needs.

Practical implications

Business schools should embrace and promote a culture of mutual help, look for altruistic students as prospective peer mentors, and promote voluntary student peer mentoring. A mentoring program should be flexible enough to meet each student's needs. Attention should be paid to finding a good fit between mentors and protégés. Communication should focus on the benefits of student peer mentoring for mentors and protégés.

Originality/value

This research brings empirical evidence on peer mentoring by testing and confirming the impact of altruism and organizational culture on students’ willingness to mentor their peers. It also provides practical insight to business schools for implementing student peer mentoring programs.

Details

International Journal of Mentoring and Coaching in Education, vol. 3 no. 2
Type: Research Article
ISSN: 2046-6854

Keywords

Article
Publication date: 1 January 2014

Davar Rezania and Noufou Ouedraogo

The purpose of this research is to study the ad hoc problem of developing capabilities for knowledge transfer between various constituencies of an enterprise resource…

Abstract

Purpose

The purpose of this research is to study the ad hoc problem of developing capabilities for knowledge transfer between various constituencies of an enterprise resource planning (ERP) implementation project. The paper studies how an ERP project develops ability to network, link, and integrate its various knowledge resources over time.

Design/methodology/approach

The paper conducted a case study of an ERP project, from its initiation in 2008 to its completion in 2011.

Findings

The case demonstrates the dynamics of development of knowledge transfer capacities through ad hoc problem solving. The paper identifies five mechanisms used in this case for the development of knowledge transfer capacities.

Practical implications

Ad hoc problem solving mechanisms demonstrated in this paper can be intentionally planned and utilized in similar projects to enable interaction, integration, and institutionalization.

Originality/value

Even though ad hoc problem solving as a model for change is prevalent in many organizations, studies of ad hoc problem solving capabilities as a mechanism for change are not extensive. This case describes ad hoc mechanisms that foster change and development of knowledge transfer capacities during large IT project implementations.

Details

International Journal of Managing Projects in Business, vol. 7 no. 1
Type: Research Article
ISSN: 1753-8378

Keywords

Content available
Article
Publication date: 1 January 2014

Derek H.T. Walker

192

Abstract

Details

International Journal of Managing Projects in Business, vol. 7 no. 1
Type: Research Article
ISSN: 1753-8378

Content available
Article
Publication date: 6 June 2014

Andrew J. Hobson

104

Abstract

Details

International Journal of Mentoring and Coaching in Education, vol. 3 no. 2
Type: Research Article
ISSN: 2046-6854

Content available
Article
Publication date: 5 December 2016

Andrew J. Hobson, Linda J. Searby, Lorraine Harrison and Pam Firth

339

Abstract

Details

International Journal of Mentoring and Coaching in Education, vol. 5 no. 4
Type: Research Article
ISSN: 2046-6854

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