Connecting Organizational Change Content with Change Strategy: Has Theory Become Practice?

Szabla, David B.; Stefanchin, James E.; Warner, Laraine S.

doi:10.1108/s0897-301620140000022004

Cited by 6 publications

(5 citation statements)

References 64 publications

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“…The study showed that managers' activities involve interpreting, understanding, and translating different meanings of change between various parties. Similar results were found in the study by Szabla et al [42], who found that managers used different change strategies depending on the type of change. The authors also identified several factors that influenced leaders' strategies.…”

Section: Leading and Managing Changesupporting

confidence: 90%

“…Five studies [38][39][40][41][42] investigated the importance of managers' ability to translate or interpret the change process and how recipients receive change. Balogun [38] examined the importance of middle managers in a comprehensive change process that involved changes in structures, systems, working methods and organizational culture.…”

Section: Leading and Managing Changementioning

confidence: 99%

“…Leading and managing change processes mainly concerned the necessity of managers and change agents adapting their leadership to different situations and upcoming demands during change for a successful change process, but also that their competence was a source of legitimacy during the change. A good match between demonstrated leadership and situational requirements increased employees' trust in the change and was based on mutual communication [35,38,42,44,45,63].…”

Section: Four Themes Of Competence During Change Processesmentioning

confidence: 99%

“…This role constitutes a central link and mediator during a change process between executors and decision-makers (which includes communicating in both directions). Change competence at this level mainly consists of being able to read and act in different situations, communicate, inform, push, support, listen or keep quiet, and push the change process forward [34,39,40,42].…”

Section: Competence During Change Processes At Different Organization...mentioning

confidence: 99%

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Change competence: An integrative literature review

Reineholm,

Lundqvist,

Wallo

2024

WOR

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BACKGROUND: Organizations are in a state of continual evolution, driven by the relentless shifts in their external environments. Numerous theories have been proposed to understand the essential skills and capabilities for successful organizational change. Yet, there remains a gap in capturing a holistic view necessary to fully comprehend the dynamics of competence in today’s rapidly changing landscape. OBJECTIVE: This research aims to explore and consolidate the concept of ‘competence’ in the context of organizational change processes. METHODS: Employing an integrative literature review approach, a total of 3,230 studies were screened. Out of these, 32 studies were selected based on strict relevance and quality criteria, providing a robust foundation for the analysis. RESULTS: The findings reveal a multi-layered nature of organizational change, highlighting that the nature and prerequisites of change vary significantly across different organizational levels. By applying a competence lens, we discern how required competence during change are not uniform but rather vary depending on whether they are applied in an operational or strategic context. This demonstrates a nuanced, level-dependent variability in change competence across the organizational hierarchy. CONCLUSION: We conceptualize ‘change competence’ as a dual-faceted construct. It encompasses both the capacity to leverage existing organizational competence and the adeptness to develop new competence, thereby meeting the evolving demands imposed by both internal and external drivers of change. This comprehensive understanding paves the way for more effective strategies in managing organizational change.

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Section: Leading and Managing Changesupporting

confidence: 90%

Section: Leading and Managing Changementioning

confidence: 99%

Section: Four Themes Of Competence During Change Processesmentioning

confidence: 99%

Section: Competence During Change Processes At Different Organization...mentioning

confidence: 99%

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Change competence: An integrative literature review

Reineholm,

Lundqvist,

Wallo

2024

WOR

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“…If employees believe that changes related to human resource management will have a negative impact on them, this perception will continue throughout the change process (Björklund;. Finally, strategy is defined as a pillar of an organization, as a bridge between the present and the future desired state (Szabla, Stefanchin, Warner;. From all aspects in each organization, it is the strategies that are most strongly established and embedded in the perception and acceptance of employees (Tuzun;Kalemci;2012), because they define and determine the way they work.…”

Section: Literature Reviewmentioning

confidence: 99%

Оrganizational Change as “Push Factor” of Employees’ Turnover Intention: Statistical Analysis of the Employees in the Republic of North Macedonia

Ristovska

Eftimov²

2021

EB&D

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The process of globalization and intensive technological development imposes the need to constantly introduce different types of organizational changes. Human resource managers in organizations are becoming increasingly aware that hiring and retaining talents are the most important determinants of success in the complex global world and that they must work more intensively on modernizing the process of change management to help employees, not only for acceptance, but also for their involvement in the change implementation process. This paper analyzes the impact of four different types of organizational change on employee turnover intention, according to the Cummings and Worley (2014) organizational change classification. The statistical method of simple linear regression was applied to predict and evaluate the turnover intention of the employees in the Republic of North Macedonia (as a dependent variable “Y”) based on the value of each of the types of organizational changes (as independent variables “X”). A multiple regression method was also applied in order to analyze the associations between the independent variables and the dependent variable and identify the type of organizational changes that most significantly affects the employee turnover intention. The analysis was conducted based on the findings obtained from the respondents who completely answered the survey questionnaire (282 employees in the Republic of North Macedonia, different according to their demographic characteristics). The correlation analysis shows there are positive correlation as well as causal relationship between all four types of organizational changes and the employee turnover intention, where techno-structural interventions have the most significant impact.

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