Organization Change and Development: In Practice and in Theory

Austin, John R.; Bartunek, Jean M.

doi:10.1002/9781118133880.hop212016

Cited by 11 publications

(6 citation statements)

References 140 publications

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“…Concretely, change roles have been overly tied to hierarchical positions, which has led to an underestimation of the role subordinates play in affecting managers' experience of change (Bartunek and Jones, 2017;By et al, 2016). Although research on participative management (Cummings and Worley, 2018), dialogic OD (Bushe and Marshak, 2015), or large group interventions (Austin and Bartunek, 2013) acknowledges the importance of involving subordinates in change, Bartunek and Jones (2017) point to the lack of attention in this research to the roles that organizational members play beyond those typically assigned to them. Therefore, researchers call for stronger consideration of subordinates as agents of change and their role in affecting their managers' reactions to change (Bartunek and Jones, 2017;Oreg and Berson, 2019;Oreg et al, 2018).…”

Section: Introductionmentioning

confidence: 95%

Predicting managers' championing behavior through subordinates' change-related voice

Faupel

2020

JMP

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PurposeThe purpose of this paper is to determine whether managers who are not in top management perceive change-related voice from their work group as support and whether this perception is an explaining mechanism that can predict the managers' behavioral support for change. Such voice can be a valuable asset for managers during change.Design/methodology/approachLower and middle managers' perceptions of subordinates' support is investigated as mediator in the relationship between group change-related voice and managers' behavioral support for change. Seventy managers who were experiencing organizational change completed a survey at two points in time. Data were analyzed using regression analyses and the bootstrapping approach.FindingsManagers perceive promotive but not prohibitive group change-related voice as support. Perceived subordinate support serves as explaining mechanism in the relationship between promotive group change-related voice and managers' championing behavior.Practical implicationsThe study's results have practical implications, as insights are gained into how managers react to upward communication from the work group and how such communication influences managers' reaction to change. These insights can be used to facilitate effective participation during change, as it creates sensitivity to managers as recipients of change.Originality/valueResearch on how managers react to change-related ideas and concerns is scarce. The study extends current research on organizational change by investigating the impact of subordinates' communications on managers' reaction to change. Research on voice is enriched by focusing on the voice-receiving process.

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Section: Introductionmentioning

confidence: 95%

Predicting managers' championing behavior through subordinates' change-related voice

Faupel

2020

JMP

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“…It does not take much effort to picture discussions of academic–practitioner relationships that focus on the “gap” (or divide or similar metaphors) between academics and practitioners, between rigor and relevance, between theory and practice or similar terms (Austin & Bartunek, 2012; Bansal, Bertels, Ewart, MacConnachie, & O’Brien, 2012; Berry, 1995; Briner, Denyer, & Rousseau, 2009; Cascio & Aguinis, 2008; Dipboye, 2007; Empson, 2013; Hambrick, 1994; Rynes, Bartunek, & Daft, 2001; Rynes, Giluk, & Brown, 2007). For virtually all such discussions, the primary focus has been on the possibility or advisability of “bridging” the gap (e.g., Daft & Lewin, 1990, 2008; Earley, 1999; Vermeulen, 2005) and, if advisable, how to accomplish this.…”

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confidence: 99%

Academics and Practitioners Are Alike and Unlike

Bartunek

Rynes

2014

Journal of Management

390

117

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In this essay we challenge standard approaches to the academic-practitioner gap that essentially pit sides against each other, treating them as dichotomous. Instead, we identify and suggest ways of working with such dichotomies to foster research and theory building. We delineate several tensions associated with the gap, including differing logics, time dimensions, communication styles, rigor and relevance, and interests and incentives, and show how such tensions are valuable themselves for research and theorizing. We show that the gap often reflects views of conflicting groups of academics, while practitioners' voices are not always incorporated; thus we add a practitioner's voice to the conversation. We describe the dialectical forces that foster the tensions associated with the gap, including initiatives of national governments, ranking systems, and special issues of journals. We then show how the tensions represent fundamental, unresolvable paradoxes that can be generative of new research and practice if appreciated as such. We suggest several implications for research that build on tensions, dialectics, and paradox. We conclude with a brief reflection about the tensions we experienced while writing this essay and what these might suggest about the importance of academic-practitioner relationships.

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“…Once again, the attention is on nurture rather than nature. Where did the nurturing go wrong and how can we get the two seemingly important members of societal progress behave in-sync again has been the question of many virtuous scholars attempting to identify and bridge the so-called "gap" (Austin & Bartunek, 2012;Banks et al, 2016;Bansal et al, 2012;Cascio & Aguinis, 2008;Dipboye, 2007;Empson, 2013). Yet, the disconnect seems to be increasing (Tsui, 2013).…”

Section: Editorialmentioning

confidence: 99%

Societal progress: A tale of two brothers

Mention¹,

Ferreira

Torkkeli³

2018

jim

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The story of societal progress has long been acknowledged to involve two brothers - management research and management practice (Beyer, 1982). Although, reared by the same knowledge core (Poole and Van de Ven, 1989; Wallin and von Krogh, 2010), the brothers in a display of their contrasting lives behave independently, often disparately. Their distinct behaviour has prompted scholars to report that ’most of what management researchers do utterly fails to resonate with management practice’ (Bansal et al., 2012, p. 73). Those observing the relationship unfold have been concerned of this disconnect for decades (Banks et al., 2016; Hambrick, 1994; Shapiro, Kirkman and Courtney, 2007). Gordon and Howell (1959) posited that universities and business schools need to be ’better informed and more scholarly faculties that are capable of carrying on more significant research, and with greater appreciation of the contributions to be made to the development of business competence’ (p.425). (...)

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Organization Change and Development: In Practice and in Theory

Cited by 11 publications

References 140 publications

Predicting managers' championing behavior through subordinates' change-related voice

Predicting managers' championing behavior through subordinates' change-related voice

Academics and Practitioners Are Alike and Unlike

Societal progress: A tale of two brothers

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