The purpose of this research was to understand the sensemaking processes people use to determine their responses to organizational change initiatives as they unfold…
The purpose of this research was to understand the sensemaking processes people use to determine their responses to organizational change initiatives as they unfold overtime. Based on a longitudinal comparative case study of five business units in a $900-million manufacturing organization in the United States, it shows that people continuously assess how the initiatives will enhance or diminish their individual and organizational identities using four kinds of trust: trust in the organization, trust in leadership, trust in the process, and trust in outcomes. The complex dynamics among these “four trusts” and their influence on responses to change are described. A four trusts model is proposed to help change leaders formulate specific trust-building strategies to increase the probability of success of organizational change initiatives. Implications for research and practice are discussed.
The purpose of this paper is to address the fundamental question “can insider action research approach trigger and enhance simultaneously executive development and company…
The purpose of this paper is to address the fundamental question “can insider action research approach trigger and enhance simultaneously executive development and company performance”. To answer this question the framework of first, second and third person practice is useful in capturing the range of experiences and challenges that the executives face as they work to lead change in their organizations. Insider action research is an approach that facilitates executive development, creates new knowledge and develops change leadership competencies.
Insider action research.
Insider action research offers a value-added approach to management development and executive education programmes. It extends the acquisition of basic business disciplinary knowledge to the development of the competency (knowledge and skills) to design, facilitate and lead change by the rigours of the action research process and through a focus on first, second and third person practice.
Action research is particular and generates actionable knowledge in localized settings. Further cases in how executives engage in insider action research as they lead change in their organizations are needed to extend this underdeveloped approach.
Yet, despite wide spread executive educational programmes and the rhetoric about the need to make executive education more relevant to organizational needs, an astonishing number of business leaders claim that executive programmes and executive degrees fail in addressing the emerging needs of business leaders. Insider action research provides a radically different executive education orientation.
Insider action research is an approach that facilitates executive development, creates new knowledge and develops change leadership capabilities.
Julia Balogun is the Professor Sir Roland Smith Chair in strategic management at Lancaster University Management School (UK) and a fellow of the Advanced Institute for Management (AIM). Julia's research and consulting centers on strategy development, strategic change and transformation. She has a particular interest in how large corporations transform themselves to both retain and regain competitive advantage in the face of declining performance and is increasingly interested in how this achieved in multinational corporations. She adopts a sociological perspective to explore strategizing in organizations, and is convenor of the EGOS standing working group on Strategy as Practice and one of the founder members of the new Strategizing, Activities and Practice Interest Group at the Academy. Her research has been published in journals such as Academy of Management Journal, Journal of Management Studies, Organization Studies and Long Range Planning. Julia serves on the editorial boards of several leading journals, including Academy of Management Journal, Organization Science, Journal of Management Studies, and Long Range Planning.
The first annual volume of Research in Organization Change and Development was published by JAI Press in 1987. Since then, ROCD has provided a special platform for scholars and practitioners to share new research-based insights. Volume eighteen continues the tradition of providing insightful and thought provoking chapters. The chapters in the volume represent a commitment to maintaining the high quality of work that our readers have come to expect from this publication.