Organizational values and social power

Koslowsky, Meni; Stashevsky, Shmuel

doi:10.1108/01437720510587253

Cited by 12 publications

(7 citation statements)

References 13 publications

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“…Second, the model's empirical validity was limited to the choice of harsh tactics (e.g. Koslowsky and Stashevsky, 2005;Schwarzwald et al, 2005). Finally, men, as compared to women, reported a greater tendency to exercise harsh tactics (e.g.…”

Section: Managers In Conflict With Subordinatesmentioning

confidence: 99%

Rationale and emotion in the selection of influence tactics by managers in conflict with subordinates

Roth

Schwarzwald

2016

Leadership &Amp; Organization Development Journal

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Purpose – The purpose of this paper is to examine Koslowsky and Schwarzwald’s (2009) recent conceptualization of the interpersonal power interaction model which assumed that the choice of power tactics in conflict situations is a sequential process including antecedents, mediators, and the choice of influence tactics. The mediation process is the new component of the model, thus the authors tested two potential mediators – perceived damage and negative emotions – in the choice process. Design/methodology/approach – Managers (n=240) were presented with conflict scenarios involving one of their subordinates (low/high performing) and differed by conflict type (relations/task and principle/expediency). They indicated the influence tactics they would utilize in the given situation for gaining compliance and completed a series of questionnaires: perceived damage engendered by disobedience, resultant emotion, cognitive closure, and demographics. Findings – Results indicated that perceived damage, directly and through the mediation of resultant negative emotions, influenced the tendency to opt for harsh tactics. This trend was further affected by the managers’ gender and cognitive closure. Research limitations/implications – The discussion addresses the empirical validity of the model, the role of rationality and emotion in the process of choosing influence tactics. Practical implications concerning the usage of harsh and soft tactics and the limitation of the self-report method were also discussed. Originality/value – The contribution of the study is twofolded: proving the empirical validity of the new conceptualization of the model and explaining the dynamic involved in the choice of influence tactics.

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Section: Managers In Conflict With Subordinatesmentioning

confidence: 99%

Rationale and emotion in the selection of influence tactics by managers in conflict with subordinates

Roth

Schwarzwald

2016

Leadership &Amp; Organization Development Journal

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“…Fuente: http://activaconocimiento.es/curva-de-cambio/ Pese al impacto potencialmente negativo que puede tener el cambio organizacional en los profesionales implicados, el cambio en sí es imprescindible para el desarrollo de la organización para evitar caer en la obsolescencia (Sánchez-Galán, 2011). Existe evidencia empírica que demuestra que una de las principales estrategias de poder existentes en las organizaciones es el estar en una situación de conocimiento y de información actualizada a los tiempos (Koslowsky y Stashevsky, 2005). En el caso de RTVE como medio público audiovisual de referencia su adaptación a la era digital a través de sistemas es obligado para continuar siendo una empresa de primer nivel.…”

Section: Fundamentos Generales De La Resistencia Al Cambio Organizacionalunclassified

La resistencia al cambio en los medios audiovisuales ante la implantación de las nuevas Tecnologías de la Información y la Comunicación Social

Cuesta

2021

SEECI

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Objetivo: Es responsabilidad de los medios, como servicio público, adaptarse a la realidad tecnológica multimedia, para seguir desempeñando con eficacia su labor informativa. Sin embargo, cualquier proceso de cambio en una organización, implica una resistencia inicial y un proceso de adaptación de los profesionales. Analizamos el proceso de resistencia al cambio, sus causas, consecuencias y posibles estrategias de prevención, a través de situaciones reales en un medio audiovisual (RTVE).Metodología:Revisión bibliográfica sistemática de la literatura sobre la resistencia al cambio en los medios ante la introducción de nuevas tecnologías y de la experiencia publicada sobre tres escenarios: digitalización de Informativos, Redacción Digital Centralizada en los centros territoriales y efectos de la pandemia COVID-19. Discusión-Resultados:Se exponen mecanismos implicados en la resistencia al cambio, como ciertas características de los profesionales (trayectoria profesional, experiencia con nuevas tecnologías) y del proceso (cambios de rol que implican salir de la zona de confort del profesional). Se presentan los mecanismos de oposición al cambio (huelgas, rechazo encubierto) y las estrategias preventivas que resultaron eficaces (implicación de los profesionales en el diseño del proceso, eficacia de los dinamizadores o refuerzos positivos en la forma de incentivos). Conclusiones:La profesionalidad y veteranía de la plantilla pudo haber contribuido al rechazo al cambio, aunque ha garantizado el implantarlo con escasa conflictividad. Como estrategias eficaces para superar la resistencia se presentan los refuerzos positivos, la implicación en el diseño de los profesionales y el aumento de la comunicación bidireccional fundamentada en las propias tecnologías (redes sociales).

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“…Most of the positions are the hybrid of IT and business who oversee group of interconnected functions, rather than specific function. From the interviews, it is evidenced that the quality of being "friendly" or referent power (Koslowsky & Stashevsky, 2005). Most of the change agents are mentioned as someone who can lead meetings and steer the project effectively.…”

Section: Change Agent Skillsmentioning

confidence: 99%

“…She is perceived by both her colleagues and external consultants if having a good knowledge and gain respect from them. It is evidence that this change agent uses legitimate and expert power as tactics to gain collaboration (Koslowsky & Stashevsky, 2005).…”

Section: Change Agent Skillsmentioning

confidence: 99%

ERP Critical Success Factors-Roles and Impact on Promoting Cross Functional Integration

2018

Int. j. bus. adm. stud

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There are only a few researches that focus on Enterprise Resource Planning (ERP) and its effects on crossfunctional integration and none of them have stated clearly and comprehensively what is needed to be done to let ERP reach its full potential on enhancing cross-functional integration level. This research aims to identify answers on why some ERP user organizations are successful in promoting cross-functional integration, while the others are not? Is Critical Success Factors (CSF) the root cause of different levels of firm cross-functional integration after ERP implementation? If yes, how they are put into practice so that they will enhance cross-functional integration. Multiple-case studies with in-depth interview techniques are used with 55 respondents, either ERP consultants or representatives from ERP user organizations. As a result of this study, the definition of ERP success in cross-functional integration is proposed. Moreover, this qualitative research shows that it is the individuals who are "change agents" that drive the ERP project to its full potential of unifying cross-functional departments. In addition, the pattern of characteristics of change agents and the empowering factors that can strengthen their capability are discovered. Furthermore, the study allows us to gain more insight into how organization have practically done to sustain or even improve cross-functional integration through ERP systems over time. The findings of this research should trigger the new dimension of further development of theory about the relationship between ERP system and organization behaviour and the further research on sustainability factors that could improve organization performance through ERP usage.

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Organizational values and social power

Cited by 12 publications

References 13 publications

Rationale and emotion in the selection of influence tactics by managers in conflict with subordinates

Rationale and emotion in the selection of influence tactics by managers in conflict with subordinates

La resistencia al cambio en los medios audiovisuales ante la implantación de las nuevas Tecnologías de la Información y la Comunicación Social

ERP Critical Success Factors-Roles and Impact on Promoting Cross Functional Integration

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