Symbolic Actions Used by Business Turnaround Change Agents.

Armeneikis, Achilles; Fredenberger, William B.; Cherones, Linda; Feild, Hubert S.; Giles, William F.; Holley, William H.

doi:10.5465/ambpp.1995.17536499

Cited by 13 publications

(21 citation statements)

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“…Early qualitative interviews con-ducted in the merger we have studied and research on symbolic action in turnaround situations have emphasized the impact of powerful organizational agents' actions upon the recognition, interpretation, and judgment processes of organizational members (Armenakis et al, 1995). Then, the behaviors of relevant authority figures offer direct cues that employees experiencing difficulties forming justice judgments can use as default heuristics (Lind, Kray, & Thompson, 1998).…”

Section: Missing Information On Outcomes and Procedures: Behavioral Ementioning

confidence: 99%

“…Ethics and organizational behavior literature have emphasized the importance of the behavior of relevant authority figures for employees' subsequent behaviors (Armenakis et al, 1995;Labianca et al, 2000). Some have specifically called attention to the integrity of authority figures (see Simons, 2002), while others have highlighted their intrinsic attractiveness as role models (see Shapiro, Haseltine, & Rowe, 1978).…”

Section: Missing Information On Outcomes and Procedures: Behavioral Ementioning

confidence: 99%

“…Employees, notably those at the lower levels of the organizations who often remain out of the scope of M&A scholarship work but who enact the daily cooperation, often evolve in a context of missing information and absence of direct experience (Buono & Bowditch, 1989;Schweiger & DeNisi, 1991). Early interviews and research on symbolic action (Armenakis et al, 1995) led us to develop the concept of behavioral exemplarity. In order to cope with uncertainty and decide upon cooperation, employees develop alternative cognitive strategies (Labianca et al, 2000), i.e., transitional heuristics (Kahneman et al, 1982;Van den Bos, 2003).…”

Section: Contributions and Policy Implicationsmentioning

confidence: 99%

“…During this period, employees will seek other means to reduce this uncertainty (Napier, Simmons, & Stratton, 1989), and use other heuristic devices (Kahneman, Slovic, & Tversky, 1982) to decide upon cooperation. Drawing on research on symbolic action that emphasizes the impact of powerful organizational agents' actions upon the recognition, interpretation, and judgment processes of organizational members (Armenakis, Fredenberger, Cherones, Feild, Giles, & Holley, 1995), as well as qualitative interviews in the merger we studied, we suggest that employees scrutinize the M&A-related cooperative behaviors of authority figures to decide upon cooperation (Labianca, Gray, & Brass, 2000). These behaviors offer direct cues that employees experiencing difficulties to form justice judgments can use as default heuristics.…”

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confidence: 99%

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Distributive justice, procedural justice, exemplarity, and employees' willingness to cooperate in M&A integration processes: An analysis of the Air France‐KLM merger

Melkonian

Monin

Noorderhaven

2011

Human Resource Management

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Although employees' willingness to cooperate is acknowledged as a critical success factor for post-M&A (merger-and-acquisition) integration, we still know little about the psychological mechanisms that lie beneath employees' cooperative attitudes and behaviors in this context. Building on the premises of fairness heuristic theory, this longitudinal study explores how the relative importance of distributive and procedural justice judgments for employees' willingness to cooperate shifts over time. We suggest that when employees lack justice-relevant information on both distributive and procedural aspects of decisions, they will use another temporary heuristic to reduce uncertainty by scrutinizing the M&A-related cooperative behaviors of authority fi gures. We test our hypotheses on data from a four-time repeated cross-sectional survey of employee responses in a post-M&A integration process. The fi ndings provide important insights into how merging fi rms can enhance employees' willingness to cooperate through the subtle exercise of justice and exemplarity.

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Section: Missing Information On Outcomes and Procedures: Behavioral Ementioning

confidence: 99%

Section: Missing Information On Outcomes and Procedures: Behavioral Ementioning

confidence: 99%

Section: Contributions and Policy Implicationsmentioning

confidence: 99%

mentioning

confidence: 99%

See 2 more Smart Citations

Distributive justice, procedural justice, exemplarity, and employees' willingness to cooperate in M&A integration processes: An analysis of the Air France‐KLM merger

Melkonian

Monin

Noorderhaven

2011

Human Resource Management

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“…In more semiotic and post-modernistic literature, the complexity of crisis situations has been interpreted using the conceptual lenses of symbolism (Armenakis et al, 1995) and storytelling (Harfield & Hamilton, 1997). On the other hand, neo-institutional research (DiMaggio & Powell, 1983;Meyer & Rowan, 1977;Scott, 1995) and organization ecologists (Barnett et al, 1994;Hannan & Feeeman, 1984), for example, do not believe at all in the possibility of managed change if the environment is rapidly changing (see also Amburgey et al, 1993).…”

Section: Earlier Decline and Turnaround Researchmentioning

confidence: 99%

Beyond the metaphor: The morphology of organizational decline and turnaround

Lamberg¹,

Pajunen

2005

Human Relations

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This study is based on the thesis that Vladimir Propp's (1928/2001) theory of folktale structure functions not only as a morphology of folktales, but also as a structural, deep-level model of any process that includes crisis and recovery. We essentially suggest that corporate decline and turnaround processes can be emplotted into a folktale-like structure that supports Propp's theory and thereby helps uncover deep-level mechanisms governing the process. The developed model describes seven mechanisms that drive the organization from initial strategic harmony to disharmony, and furthermore to the construction of a new strategic harmony, thus creating a perspective for the interpretation of long-term organizational decline and turnaround processes. Theoretical and practical implications are offered.

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Franchising in Europe: Exploring the Case of Spain with Self‐organizing Time Maps

Monge

Pastor-Sanz

Soriano

2016

Psychology and Marketing

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Economic crises affect both the organizational side and the brand side of the franchise. Using self‐organizing time maps, this study examines how franchise brand behavior influences decisions by potential franchisees in Spain. The findings confirm that franchising offers an alternative to the business turnaround strategy, which firms apply when faced with adverse changes in the environment such as those caused by the economic crisis in Spain. Results show that all franchise brands within the same sector behaved similarly, except for brands in the catering sector, which displayed varying responses to the economic changes. The authors discuss the implications of these results for future franchisees.

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Symbolic Actions Used by Business Turnaround Change Agents.

Cited by 13 publications

References 0 publications

Distributive justice, procedural justice, exemplarity, and employees' willingness to cooperate in M&A integration processes: An analysis of the Air France‐KLM merger

Distributive justice, procedural justice, exemplarity, and employees' willingness to cooperate in M&A integration processes: An analysis of the Air France‐KLM merger

Beyond the metaphor: The morphology of organizational decline and turnaround

Franchising in Europe: Exploring the Case of Spain with Self‐organizing Time Maps

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