Organizational Readiness for Change, Individual Fear of Change, and Sales Manager Performance: An Empirical Investigation

Weeks, William A.; Roberts, James A.; Chonko, Lawrence B.; Jones, Eleri

doi:10.1080/08853134.2004.10749012

Cited by 105 publications

(79 citation statements)

References 41 publications

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“…Other research (e.g., Fay and Frese, 2001;Luthans et al, 2007;Fugate et al, 2012) addresses organizational change from a different approach, stating that the perception of change, positive or negative, is an individual trait that is context-dependent. Negative perceptions of change have given rise to great interest in organizational research, given its importance in the aftermath of organizational changes (e.g., Scheck and Kinicki, 2000;Weeks et al, 2004;Bankins, 2015). THE SIX EMOTIONAL STAGES OF ORGANIZATIONAL CHANGE 8 Kotter and Schlesinger (2008) found that employees react in one of three ways during organizational change: passively, aggressively or honestly.…”

Section: Emotions In Organizational Changementioning

confidence: 99%

The six emotional stages of organizational change

Castillo

Fernández

Sallán

2018

Journal of OrgChange Mgmt

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Purpose: This work's purpose was to define a model that both describes the evolution of the emotional stages of individuals during perceived negative organizational change and explains the evolution of their behavioural patterns and the effects on relationships with social environments (family, friends, co-workers, supervisor and organization).Design/Methodology/Approach: A qualitative methodological research design was adopted, using individual interviews as the primary method of qualitative data collection. Fifteen people who experienced perceived negative organizational changes participated. Relationships with supervisors deteriorate during denial and anger and depression but remain stable during bargaining.Research limitations: Time's passage became an inconvenience accounted for during data collection. Over time, separate events can be confused, and nuances that were once determinants THE SIX EMOTIONAL STAGES OF ORGANIZATIONAL CHANGE 3 can be eliminated. Longitudinal studies at various stages of the change process would complement these results. Practical implications:These results can guide managers in foreseeing and anticipating actions that would reduce the emotional impact of organizational change and mitigate the impact of individuals' negative emotions on the organization.Originality: This paper extends existing theory about the strategies of coping and organizational changes.

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Section: Emotions In Organizational Changementioning

confidence: 99%

The six emotional stages of organizational change

Castillo

Fernández

Sallán

2018

Journal of OrgChange Mgmt

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“…As many of these topics have appeared extensively in the sales management literature (cf. Leach & Liu, 2003;Mintu-Wimsatt & Gassenheimer, 2000;Rich, 1998;Weeks, Roberts, Chonko, & Jones, 2004;Wilson, Strutton, & Farris, 2002), AI would seem especially germane to sales management. This section discusses the assumptions underlying AI, the steps involved in the AI process, and several approaches to AI particularly well suited for sales research.…”

Section: Methodsmentioning

confidence: 95%

“…In fact, AI was conceived through a research project focusing on organizational change issues at the Cleveland Clinic in Cleveland, Ohio (Cooperrider & Srivastva, 1987). Organizational change is often a difficult process (Kegan & Lahey, 2001) that can be further complicated by fear of change (Weeks et al, 2004). Despite the difficulties inherent in the organizational change process, change is an imperative in today's competitive environment (Chonko, Jones, Roberts, & Dubinsky, 2002).…”

Section: Refocusing the Sales Culturementioning

confidence: 99%

Transforming sales organizations through appreciative inquiry

Skinner

Kelley

2005

Psychol. Mark.

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The emergence of positive psychology has led to a change in the focus of researchers interested in psychological phenomena. Sales researchers, however, have been slow to adopt methods of positive psychology; few studies to date incorporate positive psychology constructs into the sales setting. One method of research consistent with positive psychology, called Appreciative Inquiry, has received a great deal of attention in recent years. Appreciative Inquiry is based on the assumption that positive individual and organizational change can be accomplished most effectively through a dialogue focusing on strengths and positive circumstances. This article is an initial attempt to examine the applicability of Appreciative Inquiry methods to the sales setting.

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“…When environmental change is pervasive, as it is in health care today, organizational leaders must be capable of managing rapid change (Weeks, Roberts, Chonko, & Jones, 2004). And individuals' perceptions of environmental turbulence infl uence their understanding of whether the organization is ready for change.…”

Section: Organizational Change Theories Models and Research Change mentioning

confidence: 99%

Myers‐Briggs and psychological type and change style for hospital executives

Lawrence¹

2010

J Psych Issues Organ Cult

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This research explored psychological type and change style for hospital executives and the implications for leading organizational change using the Myers-Briggs Type Indicator Form Q and the Change Style Indicator. As societal demands increase for hospitals to transform, it becomes vital for executives to understand their own needs, responses, and strengths during organizational change and those of their followers. Forty-fi ve hospital executives participated in this study. The descriptive statistics for psychological type MBTI were ISTJ (20%), followed by ENTP (17.8%) and ISFJ (13.3%). The most frequently reported CSI style was Originator (40.7%), followed by Conserver (31.2%) and Pragmatist (28.9%). Results indicated that ENTP type was overrepresented at a statistically significant level of .001 in comparison to the CPP Healthcare Sample (2006) and the CAPT Healthcare Administrator Sample (1986). CSI styles were not overrepresented at a statistically signifi cant level. There were statistically signifi cant associations between MBTI type and CSI Originator style, MBTI preferences and the CSI Originator style, specifi c MBTI preferences, and the CSI Conserver style. MBTI and CSI tools help hospital executives understand and manage the effect of their psychological type and change style when leading organizational change. The study provides baseline information for a more informed and fl exible approach to organizational change using psychological type in conjunction with change style.

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Organizational Readiness for Change, Individual Fear of Change, and Sales Manager Performance: An Empirical Investigation

Cited by 105 publications

References 41 publications

The six emotional stages of organizational change

The six emotional stages of organizational change

Transforming sales organizations through appreciative inquiry

Myers‐Briggs and psychological type and change style for hospital executives

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