Beyond Power Struggles: A Multilevel Perspective on Incongruences at the Interface of Practice, Knowledge, and Identity in Radical Organizational Change

Kump, Barbara

doi:10.1177/0021886318801277

Cited by 12 publications

(10 citation statements)

References 83 publications

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“…Sensemaking about the undesirable consequences of a changed environment creates perception of loss. Previous studies have discussed perception of loss in the context of organizational change where there were unfavorable implications for workload, identity, job control, autonomy, status, power and relative benefits and costs (Bartunek et al , 2006; Chaudhry and Song, 2014; Hakak, 2015; Kump, 2019; Langley et al , 2012; Oreg et al , 2011; Robinson and Griffiths, 2005; Weber and Manning, 2001).…”

Section: The Conceptual Modelmentioning

confidence: 99%

Partner opportunism and willingness to engage in project relationships

Chaudhry

2020

JSMA

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PurposeThe paper seeks to understand the implications of partner opportunism for project relationships.Design/methodology/approachBased on the theoretical literature, the paper presents a conceptual model considering the perspective of the organization impacted by partner opportunism.FindingsThe model proposes that partner opportunism lowers willingness to engage by creating perception of loss. The undesirable impact of opportunism on perceived loss is less if the partner has made high relation-specific investments. Also, the negative impact of perceived loss on willingness to engage is less if the partner is difficult to substitute.Research limitations/implicationsThe model can be tested in the context of information technology (IT) relationships because of scope for opportunism in IT project relationships. Data can be collected through experimental vignettes.Originality/valueThe model contributes by investigating novel aspects of governance, behavioral consequences of opportunism and relation-specific investments in project relationships. The paper suggests that organizations can protect themselves against the ill effects of partner opportunism by enabling their stakeholders to invest substantial time and effort in the relationship and fortify relational quality and bonding.

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Section: The Conceptual Modelmentioning

confidence: 99%

Partner opportunism and willingness to engage in project relationships

Chaudhry

2020

JSMA

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“…Prior research supports a theory that voluntary employee turnover is problematic within the service industry when leaders fail to implement human capital strategies. Other findings suggested that leaders' lack of business direction supported a 68% failure rate in implementing workplace solutions [15]. The study's significance revealed workplace solutions for service industries, supported enhancements in employee motivation, succession planning, and profitability.…”

Section: ░5 Conclusionmentioning

confidence: 84%

“…Organizational change is modifying existing work routines and strategies that affect the whole organization [14]. Kump [15], emphasized that 68% of all organizational change strategies fail to deliver expected results or meet specific objectives. The failure of a strategic direction by automotive manufacturing senior leaders may define employees' resistance to support a strategy and adopt necessary behaviors that accomplish the organization's strategic mission [16].…”

Section: ░ 2 Literature Review 21 Organizational Changementioning

confidence: 99%

Human Capital Strategies to Reduce Employee Turnover in the Food Service and Automotive Industries

Miller

Banks-Hall

2020

IJBMR

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High voluntary employee turnover in service industries often exceeds 60%, negatively affecting profitability due to employee replacement costs. In studies conducted with multinational corporate leaders, they acknowledged a lack of business direction resulting in a 68% failure to implement organizational strategies. Through a multiple case study, we aimed to explore the human capital strategies utilized in the automotive and food service industries to reduce voluntary employee turnover. We analyzed the responses of twenty-four service leaders in the Eastern and Midwest regions of the United States through the process of compiling, disassembling, reassembling, interpreting, and concluding. Vroom’s expectancy theory and G.S. Becker’s human capital theory provided the conceptual framework for the study. Five emergent themes supported positive work relationships with employees through employee motivation, employee selection, and employee incentives: benchmarking, training, communication strategies, organizational change, and integrity. The results support employee development and improved corporate profitability, which increases competitive advantage and economic sustainability within the service industry.

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“…When the changes required conflict with the predominant organizational culture, these changes are less likely to be adopted (Howard‐Grenville et al, 2003) and the transition is made more difficult (Harris & Crane, 2002; Hengst et al, 2020). Similarly, changes in practices may be challenging because they can lead to intraorganizational conflicts of “who we are” as an organization (Kump, 2019). For example, farmers were found to be reluctant to change if the suggested measures were at odds with their knowledge and attitudes, that is, with how they thought that farming should be conducted (White & Selfa, 2013).…”

Section: An Environmental Belief Modelmentioning

confidence: 99%

When do threats mobilize managers for organizational change toward sustainability? An environmental belief model

Kump

2021

Bus Strat Env

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In pursuit of counteracting today's environmental problems, corporate management will have to implement organizational changes factoring in sustainability, which is why it is important to understand exactly what leads managers to initiate these changes. It has been established that managers' personal values are critical for their behavior and that threats to these values can mobilize managers to change their actions. However, when confronted with environment-related threats, managers may face value conflicts and various tensions between their aim to implement sustainable changes and their desire to fulfill business requirements of their job positions. Only recently have researchers begun to investigate the underlying beliefs that may lead managers to initiate organizational change toward sustainability. Borrowing theoretical assumptions from the domain of health psychology (from the well-established health belief model), the present conceptual article develops an environmental belief model that specifies when exactly threats lead managers to initiate organizational change. The environmental belief model proposes that environment-related threats trigger change (i) when managers believe that their firms are susceptible to these threats, (ii) the threats are considered as serious for the company, (iii) the perceived benefits of the change outperform (iv) the perceived barriers, and when there is (v) an external cue (e.g., an information campaign). All these propositions are supported with empirical findings from business contexts. Besides theoretical advancement on the role of environmental threats as precipitators of organizational change, the model provides guidance on how to frame environment-related threats that will mobilize managers for organizational change toward sustainability.

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Beyond Power Struggles: A Multilevel Perspective on Incongruences at the Interface of Practice, Knowledge, and Identity in Radical Organizational Change

Cited by 12 publications

References 83 publications

Partner opportunism and willingness to engage in project relationships

Partner opportunism and willingness to engage in project relationships

Human Capital Strategies to Reduce Employee Turnover in the Food Service and Automotive Industries

When do threats mobilize managers for organizational change toward sustainability? An environmental belief model

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