Superior–subordinate communication during organizational change: under which conditions does high-quality communication become important?

Tanner, Grit; Otto, Kathleen

doi:10.1080/09585192.2015.1090470

Cited by 22 publications

(20 citation statements)

References 66 publications

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“…As uncertainty associated with change is often based on missing or, respectively, failed communication, communication is a main concern in the research of change management and implementation (for an overview see Grant and Marshak, 2011 ). Particularly in times of organizational change, supervisors play a central role in communicating visions, transmission of goals and norms to employees, and providing a mutual high quality communication (e.g., Van der Voet et al, 2014 ; Tanner and Otto, 2016 ). In addition, research on semi-autonomous teams indicates that informal communication among colleagues could compensate for inefficient information systems ( Morgeson et al, 2006 ).…”

Section: Discussionmentioning

confidence: 99%

“…In general, providing support is known to increase a person’s perceived control over his or her environment, helping the person to coordinate different obligations ( Greenberger and Strasser, 1986 ; Thompson and Prottas, 2006 ). Especially in case of uncertain conditions, employees rely on supervisors and colleagues with respect to information seeking, such as in case of organizational change ( Van der Voet et al, 2014 ; Tanner and Otto, 2016 ) or being a newcomer in the organization ( Wolfe Morrison, 1993 ). Similarly, spending additional effort in information seeking activities is particularly difficult when coordinating more than one job.…”

Section: Introductionmentioning

confidence: 99%

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The More, the Better?! Multiple vs. Single Jobholders’ Job Satisfaction as a Matter of Lacked Information

et al. 2017

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In recent decades, the working world has changed dramatically and rising demands on flexibility make the coordination of personal and professional life more difficult. Therefore, it is important that the incumbents are in possession of all necessary information concerning their job. This might be a key issue to remain satisfied. Simultaneously, atypical forms of employment have substantially increased in the labor market; one such form is holding more than one job. While the motives might differ from needing an additional income to broadening job opportunities, practicing several jobs requires coordination and thus, being informed. Building on research regarding organizational constraints and role ambiguity, we hypothesize that the paucity of information is negatively related to (dimensions of) job satisfaction. This effect should be stronger for multiple as compared to single jobbers; specifically when considering the job satisfaction with the social climate, given that being informed by others is an important factor in the coordination of several jobs. Data taken from the BiBB/BAuA-Employment-Survey provide a sample of 17,782 German employees (54% women), including 1,084 multiple jobbers (59% women). Job satisfaction was measured as employees global satisfaction and their satisfaction with facets dimensions: the social climate, structural working conditions, personal growth opportunities, and material incentives they receive for their work. Paucity of information was measured by the frequency of lacked information. Our study indicated that paucity of information was negatively related to both, global and all facets dimensions of job satisfaction. Multiple regression analyses further revealed interaction effects of paucity of information and form of employment. Specifically, the negative correlation of paucity of information with global as well as satisfaction with the social climate was stronger for employees’ holding more than one job. These results were independent of age, gender, organizational tenure, working hours, socioeconomic occupational status, as well as important working conditions (workload and autonomy). Incumbents with less paucity of necessary job-related information are more satisfied, especially when they hold multiple jobs. Supervisors and colleagues are advised to provide all necessary information and to ensure that employees retain it.

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Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

The More, the Better?! Multiple vs. Single Jobholders’ Job Satisfaction as a Matter of Lacked Information

et al. 2017

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“…93 Scholars address the issue in light of the theory of planned behaviour, 93 or by proposing an ad hoc framework where an impact assessment of individual acceptance should be a step before introducing new IoT technology in workflow. Debate on the individual behaviours involved in healthcare organizational changes points out individuals factors such as "personality, social identity and emotional intelligence" 105 influence coping strategies' choice to tackle change-related stress, as complementary perspective.…”

Section: Clusters From Abstract Analysismentioning

confidence: 99%

Change and Innovation in Healthcare: Findings from Literature

Milella

Minelli

Strozzi

et al. 2021

CEOR

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Background:Change is an ongoing process in any organizations. Over years, healthcare organizations have been exposed to multiple external stimuli to change (eg, ageing population, increasing incidence of chronic diseases, ongoing Sars-Cov-2 pandemic) that pointed out the need to convert the current healthcare organizational model. Nowadays, the topic is extremely relevant, rendering organizational change an urgency. The work is structured on a double level of analysis. In the beginning, the paper collects the overall literature on the topic of organisational change in order to identify, on the basis of the citation network, the main existing theoretical approaches. Secondly, the analysis attempts to isolate the scientific production related to the healthcare context, by analysing the body of literature outside the identified citation network, divided by clusters of related studies. Methodology: This review adopted a quantitative-based method that employs jointly systematic literature review and bibliographic network analysis. Specifically, the study applied a citation network analysis (CNA) and a co-occurrence keywords analysis. The CNA allowed detecting the most relevant papers published over time, identifying the research streams in literature. Results: The study showed four main findings. Firstly, consistent with past studies, works reviewed pointed out a convergence on the micro-level perspective for change's analysis. Secondly, an organic viewpoint whereby individual, organization and change's outcome contribute to any organizational change's action has been found in its early stage. Thirdly, works reported change combined with innovation's concept, although the structure of the relationship has not been outlined. Fourth, interestingly, contributions have been limited within the healthcare context. Conclusion: Human dimension is the primary criticality to be managed to impede failure of the re-organizational path. Individuals are not passive recipients of change: individual change acceptance has been found a key input. Few papers discussed healthcare professionals' behaviour, and those available focused on technology-led changes perspective. In this view, individual acceptance of change within the healthcare context resulted being undeveloped and offers rooms for further analyses.

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“…Another vein of study for future research pertains to the combined effects of top management’s, middle management’s, and lower management’s communications about change. These actors have been shown to be central in the communications about change and in influencing how employees perceive change (e.g., Luo et al, 2016; Schweiger & DeNisi, 1991; Tanner & Otto, 2016). Even so, research on combined effects is comparatively scarce (Hansma & Elving, 2008) and could provide further insights into relationships.…”

Section: Limitations and Future Researchmentioning

confidence: 99%

Top Management’s Communication and Employees’ Commitment to Change: The Role of Perceived Procedural Fairness and Past Change Experience

Faupel

Helpap

2020

The Journal of Applied Behavioral Science

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Studies on the effects of communication strategies applied by top management during organizational change are scarce. While first research indicates that a participatory communication strategy is more effective in evoking employees’ commitment to change than a programmatic change communication strategy, how this effect occurs remains unclear. The present study addresses this gap by investigating perceived procedural fairness as mediating and past change experience as moderating factor in the relationship between communication strategy and commitment to change. Results of the quasi-experimental study indicate that participatory change communication strengthens fairness perceptions more than programmatic change communication does. Results indicate that perceived procedural fairness explains the effect of change communication strategy on commitment to change. No moderating but a direct effect of past change experiences was found. Results show the potential of participatory change communication, and the importance of procedural fairness early in change, which are valuable insights for managers who initiate change.

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Superior–subordinate communication during organizational change: under which conditions does high-quality communication become important?

Cited by 22 publications

References 66 publications

The More, the Better?! Multiple vs. Single Jobholders’ Job Satisfaction as a Matter of Lacked Information

The More, the Better?! Multiple vs. Single Jobholders’ Job Satisfaction as a Matter of Lacked Information

Change and Innovation in Healthcare: Findings from Literature

Top Management’s Communication and Employees’ Commitment to Change: The Role of Perceived Procedural Fairness and Past Change Experience

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