ISBN:
9781783503124
Inhalt:
Much has been theorized about what change strategies to employ given particular types of organizational change. Organizational theorists have linked participative strategies with culture change, strategies based on logic and reason with new technology implementations, and power strategies with the introduction of new laws and legislation. However, to what degree are these suggested recommendations carried out in organizations? In this paper, we explored the extent to which change recipients perceive the use of theorist recommended strategies when undergoing specific types of organizational changes. Using survey research ( N = 88), we investigated the perceived relationship between two components of change: change content and change strategy. The results partially follow the ideals proposed by previous theorists, but they also highlight a significant relationship between power-coercive strategies and episodic change events that is contrary to those ideals. For practitioners, our findings draw attention to the connection between change content and change strategy in the hope of offering some guidance to those change agents who must determine how to lead a particular change initiative. Additionally, since our investigation is original and exploratory, we incite future research aimed at understanding the congruency between change content and change strategy formulation.
In:
Research in organizational change and development., Bingley, U.K. : Emerald, 2014, (2014), Seite 99-140, 9781783503124
In:
Emerald Group Publishing Limited
In:
year:2014
In:
pages:99-140
Sprache:
Englisch
DOI:
10.1108/S0897-301620140000022004
URL:
Volltext
(Deutschlandweit zugänglich)
