Influence of participation in strategic change: resistance, organizational commitment and change goal achievement

Lines, Rune

doi:10.1080/1469701042000221696

Cited by 284 publications

(253 citation statements)

References 35 publications

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“…The sense of feeling heard and valued could increase self-esteem and self-efficacy, and therefore competence, and the opportunity to discuss views and opinions with others could lead to the building of colleague relationships and a sense of relatedness. Park et al (2004) found that participation in a problemsolving intervention was positively related to organizational social climate and interactions with colleagues and supervisors, and Lines (2004) found that employee involvement during change was associated with decreased resistance to that change, goal achievement, and organizational belonging. In addition, Nielsen, Randall, and Albertsen (2007) found that employees who were able to influence the content of an intervention were more likely to participate, increasing job satisfaction and decreasing behavioural stress symptoms.…”

Section: Sdt As a Mediating Mechanismmentioning

confidence: 99%

Building and sustaining work engagement – a participatory action intervention to increase work engagement in nursing staff

Knight

Patterson

Dawson

et al. 2017

European Journal of Work and Organizational Psychology

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This study evaluated whether a participatory action research intervention with nursing staff on acute care older people National Health Service wards in the United Kingdom was effective for increasing work engagement. Mediation analyses between job resources (social support, influence in decisionmaking), job demands, work-related needs (autonomy, competence, relatedness), and work engagement explored the presumed psychological mechanisms underlying the intervention. A non-randomized, matched control group, pretest, post-test design involved three intervention and five control wards. A significant decrease in relatedness, and a borderline significant decrease in competence, was observed in the intervention group compared to the control group, with no effect on work engagement (N = 45). Work-related needs mediated between resources and work engagement, supporting the job demands-resources model and self-determination theory as an underlying explanatory theory. Intervention implementation was difficult, highlighting the need for participant and organizational readiness for change, and strong management support. This is the first known study to apply participatory techniques to increase work engagement in nursing staff and explore the underlying explanatory psychological mechanisms, offering a novel means of taking work engagement research forward. Crucially, it highlights the challenges involved in intervention research and the importance of including evaluations of intervention implementation alongside statistical evaluations to avoid erroneous conclusions. ARTICLE HISTORY

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Section: Sdt As a Mediating Mechanismmentioning

confidence: 99%

Building and sustaining work engagement – a participatory action intervention to increase work engagement in nursing staff

Knight

Patterson

Dawson

et al. 2017

European Journal of Work and Organizational Psychology

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show abstract

“…Uno de los resultados más consistentes en la investigación sobre el cambio es que la participación en el mismo tiende a reducir la resistencia (Nadler, 1988;Lines, 2004). La participación puede conducir a una resistencia menor en tanto que: primero, los procesos participativos proveen a la dirección de un marco para explicar y presentar los argumentos del cambio propuesto.…”

Section: Proposición 6: La Participación De Los Ciudadanos Y Otros Grunclassified

“…Durante este proceso, los motivos para cambiar y la necesidad de cambio se hacen explícitos y tanto los empleados del ayuntamiento como los ciudadanos pueden presentar sus argumentos con objeto de que sean discutidos e incorporados al contenido y proceso de cambio. Segundo, la participación puede dar a los empleados y los ciudadanos influencia directa sobre el contenido del cambio, tanto en la programación de subprocesos como en la gestión de aquellos aspectos del mismo que pueden suponer cambios en la situación actual de ambos grupos (Lines, 2004).…”

Section: Proposición 6: La Participación De Los Ciudadanos Y Otros Grunclassified

El papel de las ciudades en el desarrollo sostenible: el caso del programa ciudad 21 en Andalucía (España)

et al. 2010

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“…For ensuring the reliability and unique position of the key informant within the SME, the author selected marketers who had participated in a majority of marketing decision stages. The interviewees admitted that they carry out strategic marketing decisions within the sales centre or within the decision making-unit (DMU) [100,101]. Authors such as Wirtz, Brah [6] critically conclude that this approach guarantees the respondents" anonymity and impedes the disclosure of any names of the decision making-unit.…”

Section: Methodsmentioning

confidence: 99%

Smes Marketing Mix: Examining Influencing Factors for Its Successful Management

Wielanda¹

2017

IJRET

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Purpose -To investigate the influencing factors for the successful management of a standardised marketing mix in the businessto-business (B2B) sector of small and medium-sized enterprises.Design/Methodology/Approach -A qualitative research through 26 semi-structured in-depth interviews of small and mediumsized enterprises operating in the German business-to-business sector was conducted. The interviewees are involved in marketing mix management decisions and marketing Standardization. Content analysis was used to analyse the collected data. Findings -Results show that no identification of the factors influencing the success of the management of a standardised marketing mix, particularly for the business-to-business sector is available. The study found that a standardised marketing mix is influenced by a number of factors which have to be clearly identified in order to be implemented successfully. This paper identifies and implements these influencing factors for successfully managing a standardised marketing mix. Research Limitations/Implications -The practical implications of the findings refer to the fact that there does not seem to be a "one and only way" for successfully managing a standardised marketing mix which can be applied to all circumstances and business contexts. Identifying and implementing these influencing factors seems to be a situation specific marketing activity. The significance of the findings notwithstanding, the business-to-business-context of this research, which was conducted with small and medium-sized enterprises, is the most important caveat, as it limits the possibility to generalise its findings to other business contexts. Practical Implications -This study is important for small and medium-sized enterprises operating in the business

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Influence of participation in strategic change: resistance, organizational commitment and change goal achievement

Cited by 284 publications

References 35 publications

Building and sustaining work engagement – a participatory action intervention to increase work engagement in nursing staff

Building and sustaining work engagement – a participatory action intervention to increase work engagement in nursing staff

El papel de las ciudades en el desarrollo sostenible: el caso del programa ciudad 21 en Andalucía (España)

Smes Marketing Mix: Examining Influencing Factors for Its Successful Management

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