Effect of Participation in Strategic and Tactical Decisions on Acceptance of Planned Change

Abstract

Participation of workers or clients in decision-making has been suggested as a critical method for achieving acceptance and effectiveness of planned change (Blumberg, 1976). The literature does not provide full support for this suggestion (Locke & Schweiger, 1979; Wagner & Gooding, 1987). The present study investigated the type of change decision and change certainty, which may moderate the effect of participation on change acceptance. A battery of psychological ability tests was administered to 222 Israeli subjects participating in a laboratory experiment. Subjects in three experimental groups were offered an opportunity to participate in strategic and/or tactical decisions regarding a change in type of test. The fourth group was not given any chance for participation. The effect of participation upon acceptance of change was consistent with the proposed hypotheses.

Appropriateness of decisions as a moderator of the psychology of voice

“…The results showed more positive reactions following participation as opposed to no participation in tactical decisions whereas more negative reactions were found following participation as opposed to no participation in strategical decisions. It should be noted here, however, that the manipulations of the Sagie et al (1989Sagie et al ( , 1995 experiments had serious drawbacks. Most important for the present purposes, instead of crossing the two types of decisions with the two sorts of decision-making procedures, all participants in the Sagie et al (1995) experiment experienced both decisions in the same order.…”

“…Fortunately, experimental studies on the issues the DIO team explored have been conducted as well. Sagie, Elizur, and Koslowsky (1995) conducted an experiment in which participants were allowed participation or no participation (referred to as`direction') in both`strategic' and`tactical' decision making (see also Sagie et al, 1989). The results showed more positive reactions following participation as opposed to no participation in tactical decisions whereas more negative reactions were found following participation as opposed to no participation in strategical decisions.…”

An empirical assessment of the loose–tight leadership model: quantitative and qualitative analyses

“…Additionally, leaders may employ more directiveness when they expect a conflict among subordinates (Vroom & Jago, 1995). Similarly, when the organizational vision or strategy is articulated, leaders tend to be directive, and when tactical or operational decisions are required they adopt PDM (Sagie, Elizur, & Koslowsky, 1990Tichy & Devanna, 1990).…”

Big Data in Organizations and the Role of Human Resource Management

“…Big data implementation will lead to an emotional discussion. Consequently, there may be people who resist such a change and need to deal with this resistance (Ford et al 2008) and to achieve acceptance towards such a change (Sagie et al 1990). The HR department needs to deal with this resistance and to create acceptance towards big data (Drumm & Scholz 1988).…”