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Abstract

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Purpose-driven Innovation: Lessons from Managing Change in the United Nations
Type: Book
ISBN: 978-1-80382-143-6

Book part
Publication date: 10 August 2018

Danielle A. Tucker and Stefano Cirella

In the context of organizational change, identifying, and organizing the various roles of change agents remains a challenge for practitioners and scholars alike. This chapter…

Abstract

In the context of organizational change, identifying, and organizing the various roles of change agents remains a challenge for practitioners and scholars alike. This chapter examines how different agents can enable an effective change process. Empirical evidence from three hospitals illustrates the process of transformation and its underlying arrangements to identify agents and their roles. The findings underline the importance of designing a coherent system of agents, determining where they come from, their role during the process, and how this may change throughout the change process. Managerial choices in the cases are discussed, leading to implications for theory and practice.

Details

Research in Organizational Change and Development
Type: Book
ISBN: 978-1-78756-351-3

Keywords

Book part
Publication date: 23 September 2009

Jeffrey D. Ford and Laurie W. Ford

As Piderit (2000) points out, much of the work on resistance to change borrows from the field of mechanics, conceptualizing resistance as a force that slows or stops motion and…

Abstract

As Piderit (2000) points out, much of the work on resistance to change borrows from the field of mechanics, conceptualizing resistance as a force that slows or stops motion and increases the energy and work required to alter the rate and magnitude (distance) of movement. These ideas are evident in Lewin's (1947) work on resistance in which he conceptualizes a quasi-stationary equilibrium as a dynamic balance between a field of forces driving for movement in one direction and a field of forces driving for movement in the opposite direction; movement in the equilibrium occurs only through increases and decreases in these forces.

Details

Research in Organizational Change and Development
Type: Book
ISBN: 978-1-84855-547-1

Book part
Publication date: 7 June 2016

Jessica M. Blomfield, Ashlea C. Troth and Peter J. Jordan

Sustainability is an emotional issue. It is also an issue that is gaining prominence in organizational agendas. In this chapter, we outline a model to explain how employees…

Abstract

Purpose

Sustainability is an emotional issue. It is also an issue that is gaining prominence in organizational agendas. In this chapter, we outline a model to explain how employees perceive change agents working to implement sustainability initiatives in organizations. Using this model, we argue that organizational support for sustainability can influence how employees respond to sustainability messages. We further argue that the intensity of emotions that change agents display, and how appropriate those emotions are within the organizational context, will influence how employees perceive those individuals and the success of their efforts to influence green outcomes.

Research implications

We extend the Dual Threshold Model of emotions (DTM: Geddes & Callister, 2007) to assess the impact of displays of emotional intensity on achieving sustainability goals. Our model links emotional propriety to change agent success. By exploring variations of the DTM in terms of contextual factors and emotional intensity, our model elaborates on the dynamic nature of emotional thresholds.

Practical implications

Using our framework, change agents may be able to improve their influence by matching the emotional intensity of their messages to the relevant display rules for that organization. That is, change agents who are perceived to express emotion within the thresholds of propriety can enhance their success in implementing green outcomes.

Originality/value

This chapter examines sustainability initiatives at the interpersonal behavior level. We combine aspects of organizational behavior, emotion in organizations, and organizations and the natural environment to create a new model for understanding change agent success in corporate sustainability.

Details

Emotions and Organizational Governance
Type: Book
ISBN: 978-1-78560-998-5

Keywords

Book part
Publication date: 17 January 2022

Sally V. Russell and Stephanie Victoria

Purpose: In this chapter we examine the emotional experience and identity of sustainability change agents and advance understanding of their emotion management strategies. We…

Abstract

Purpose: In this chapter we examine the emotional experience and identity of sustainability change agents and advance understanding of their emotion management strategies. We explore how sustainability change agents experience, manage, and respond to the negative emotions that arise in the course of their jobs. Study Design: We took a mixed-method and multimodal approach to answer our research questions. Using a narrative approach, we collected data using in-depth narrative interviews and supplemented this with quantitative measurement of participants' heart rate and sweat response during the interviews. Findings: Our results confirm that sustainability change agency is an emotionally laden profession. Furthermore, we found that sustainability change agents use three different coping mechanisms including emotion-focused coping (EFC) (“rational avoiders”), problem-focused coping (PFC) (“committed go-getters”), and meaning-focused coping (MFC) (“green philosophers”). Originality: Our research shows that sustainability change agents experienced strong negative emotions in relation to their jobs and they employed one of the three coping styles: EFC, PFC, or MFC. We found that MFC was an isolated cognitive appraisal style, rather than a form of EFC. These findings provide a starting point for further work to help sustainability change agents avoid potential burnout and continue to contribute to the future health of the planet while at the same time maintain their personal well-being.

Book part
Publication date: 1 October 2008

Jeffrey Froyd, Andrea Beach, Charles Henderson and Noah Finkelstein

Although recent decades have seen increasing calls for fundamental change in the teaching of Science, Engineering, and Mathematics (SEM), efforts to more broadly propagate proven…

Abstract

Although recent decades have seen increasing calls for fundamental change in the teaching of Science, Engineering, and Mathematics (SEM), efforts to more broadly propagate proven innovations have met with only modest success despite (i) numerous national reports calling for changes, (ii) considerable funding that has been invested in SEM education improvements, and (iii) the growing body of literature on the superior efficacy of many curricular innovations. This chapter suggests that SEM innovators, while expert in their fields, may need to thoughtfully consider research and literature on change, both within higher education and including broader work on organizational change. From a review of the literature on change in higher education, two particular challenges are identified: goal ambiguity and narrow focus of change initiatives. To address these challenges, the authors offer a conceptual framework for decisions that SEM educational change agents make as they design and implement their change initiatives. Within this framework, they offer options and combinations of options that change agents might consider. Given the breadth and complexity of the literature and challenges of change, SEM educational change agents might consider forming collaborations to which they would contribute their disciplinary expertise in one of the three research communities. They might team with individuals who bring requisite expertise from other research communities or with respect to individual and organizational change. Such partnerships might develop approaches that would concurrently address multiple foci. Collaborations that included expertise in individual and organizational change would also be better prepared to navigate complexities of institutional change.

Details

Integrating the Sciences and Society: Challenges, Practices, and Potentials
Type: Book
ISBN: 978-1-84855-299-9

Book part
Publication date: 10 August 2018

Hans Vermaak and Léon de Caluwé

The colors of change is an overview of change paradigms, created about two decades ago, that has been intensively used, tested, refined, shared, and elaborated by practitioners…

Abstract

The colors of change is an overview of change paradigms, created about two decades ago, that has been intensively used, tested, refined, shared, and elaborated by practitioners and academics alike. Here, the “color theory” is presented as it is now, and is situated within the literature. Its four main applications are described as well as rules of thumb that have been derived from reflective practice. This chapter illustrates that the color theory is clearly not one thing to all people, as it is understood in very different ways, both in terms of its theoretical foundations as well as the complexity of its applications. This probably adds to the versatility of the theory. Bringing together key insights about the color theory for academics and practitioners, this chapter strives both to give a concise overview and to explore its richness.

Details

Research in Organizational Change and Development
Type: Book
ISBN: 978-1-78756-351-3

Keywords

Book part
Publication date: 6 August 2014

Volodymyr Bilotkach and Nicholas G. Rupp

Platforms in two-sided markets are known to provide subsidies to either buyers or sellers, in order to take advantage of cross-group externalities inherent in such industries…

Abstract

Platforms in two-sided markets are known to provide subsidies to either buyers or sellers, in order to take advantage of cross-group externalities inherent in such industries. Online travel agents can be thought of as platforms facilitating trade between passengers and travel service providers (airlines). This chapter evaluates the effects of a buyer subsidy provided by one major US online travel agent – a low-price guarantee offered by Orbitz. We find evidence consistent with increased airline participation with this travel agent upon implementation of the low-price guarantee policy. Our results also confirm the theoretical claims that most-favored customer low-price guarantee policies are procompetitive.

Details

The Economics of International Airline Transport
Type: Book
ISBN: 978-1-78350-639-2

Keywords

Book part
Publication date: 31 December 2003

Bill McKelvey

Organizational researchers live in two worlds. The first demands and rewards speculations about how to improve performance. The second demands and rewards adherence to rigorous…

Abstract

Organizational researchers live in two worlds. The first demands and rewards speculations about how to improve performance. The second demands and rewards adherence to rigorous standards of scholarship (March & Sutton, 1997, p. 698).Those of us who study organizations and are professors of management work on the front lines, so to speak, where the beliefs we have about how to improve managerial performance get passed directly on to practitioners. The question is, What right do we have to put our beliefs in a privileged position? Beliefs, by definition, are supposed to be true. According to Webster’s (1996) a belief is a conviction about the truth of some statement and/or reality of some phenomenon, especially when based on examination of evidence. Are all of our lectures based on consensually agreed upon evidentiary standards? What are these standards and who should maintain them?

Details

Post Modernism and Management
Type: Book
ISBN: 978-1-84950-573-4

Book part
Publication date: 15 July 2019

Robert E. Quinn and Kim S. Cameron

In this chapter, we assume the following: (1) the root cause of most organizational problems is culture and leadership, (2) executives seldom want to deal with these root causes…

Abstract

In this chapter, we assume the following: (1) the root cause of most organizational problems is culture and leadership, (2) executives seldom want to deal with these root causes, (3) because life is uncertain, organizational change is an emergent process, (4) most change processes unfold by reconstructing social reality, (5) the change process is inherently relational, (6) effective change efforts are enhanced by increasing the virtue of the actors, (7) change is embedded in the learning that flows from high-quality relationships, and (8) change agents may have to transcend conventional, economic exchange norms in order to demonstrate integrity and to build trust and openness. Drawing on the field of positive organizational scholarship, we focus on the change agent. We review the literature on self-change and offer several paths for becoming a positive leader.

Details

Research in Organizational Change and Development
Type: Book
ISBN: 978-1-78973-554-3

Keywords

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