Uncertainty During Organizational Change: Types, Consequences, and Management Strategies

Bordia, Prashant; Hobman, Elizabeth V.; Jones, Liz; Gallois, Cindy; Callan, Victor J.

doi:10.1023/b:jobu.0000028449.99127.f7

Cited by 462 publications

(494 citation statements)

References 84 publications

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“…Bushardt, Glascoff and Doty (2011) refer to the importance of creating remuneration and award system aiming to create the system of employee satisfaction with work, regardless of in what intercultural environment the organization operates, as rapid technological change, political changes not only provide new opportunities but also the feeling of insecurity, so the aspect of motivation, incentive and award are important in human resources management. Waterman, Peters and Phillips, 1980;Fitzpatrick and Rubin, 1995;Schein, 2004;Bordia et al, 2004;Higgins and Mcallaster, 2004;Jagajeevan and Shanmugam, 2008;Bushardt, Glascoff and Doty, 2011;Hu et al, 2012;Bies, 2013;Ucbasaran et al, 2013;Haber, 2014;Taylor, 2014;etc. Organization structure Schein, 2004;Carroll and Harrison, 1998;Dahlgaard et al, 2013;Ling, 2011;Dupuis, 2014; etc.…”

Section: Literature Reviewmentioning

confidence: 99%

Management Culture as Part of Organizational Culture in the Context of Corporate Social Responsibility Implementation

Vveinhardt¹,

Andriukaitienė²

2017

Economics &Amp; Sociology

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ABSTRACT. The article is theoretically based on management culture as part of the formal organizational culture, separately reviewing some of its elements. Expert evaluation organization, process and results of the instrument shaped by the authors and meant for qualitative research are briefly presented. The structure of the instrument is detailed by presenting its component parts and explanations. The research was carried out by interviewing the top managers of two big manufacturing company groups consisting of six enterprises. The article presents passages of an interview with the top managers of the six companies, revealing management culture as part of the formal organizational culture expression aiming to implement corporate social responsibility. It should be emphasized that the companies of both groups are preparing to become socially responsible and this results in the timeliness and importance of the research. Structured interviewing method was applied for the research, and the substantive content of the interview included strategy, organizational structure, rules and regulations, technologies, processes, information systems, control and incentive issues. The results of the research show that in both groups of the manufacturing companies management culture and corporate social responsibility, analysing them in terms of formal organizational culture, are perceived in very narrow aspects and their development is not part of the organizations' strategic goals. The results of the study suggest that the ideas of corporate social responsibility cannot be implemented in a consistent way unless they are integrated into the formal part of organisational culture which plays an instrumental role.JEL Classification: M12, M14, M19

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Section: Literature Reviewmentioning

confidence: 99%

Management Culture as Part of Organizational Culture in the Context of Corporate Social Responsibility Implementation

Vveinhardt¹,

Andriukaitienė²

2017

Economics &Amp; Sociology

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“…Engage and enable the organization (4) Communicate the change vision.-Stakeholders need to be informed, in every possible way and at every opportunity, about the why, what, and how of the change. This can reduce uncertainty [32], decrease ambiguity, and can even affect the type of positive or negative responses to organizational change [33]; Kotter insists "two-way communication is always more powerful than one-way communication" [23]. Raising a large force of people who are ready, willing, and motivated to drive change can also communicate the change vision.…”

Section: Creating a Climate For Changementioning

confidence: 99%

Enabling and challenging factors in institutional reform: The case of SCALE-UP

Foote

Knaub

Henderson

et al. 2016

Phys. Rev. Phys. Educ. Res.

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While many innovative teaching strategies exist, integration into undergraduate science teaching has been frustratingly slow. This study aims to understand the low uptake of research-based instructional innovations by studying 21 successful implementations of the Student Centered Active Learning with Upside-down Pedagogies (SCALE-UP) instructional reform. SCALE-UP significantly restructures the classroom environment and pedagogy to promote highly active and interactive instruction. Although originally designed for university introductory physics courses, SCALE-UP has spread to many other disciplines at hundreds of departments around the world. This study reports findings from in-depth, open-ended interviews with 21 key contact people involved with successful secondary implementations of SCALE-UP throughout the United States. We defined successful implementations as those who restructured their pedagogy and classroom and sustained and/or spread the change. Interviews were coded to identify the most common enabling and challenging factors during reform implementation and compared to the theoretical framework of Kotter's 8-step Change Model. The most common enabling influences that emerged are documenting and leveraging evidence of local success, administrative support, interaction with outside SCALE-UP user(s), and funding. Many challenges are linked to the lack of these enabling factors including difficulty finding funding, space, and administrative and/or faculty support for reform. Our focus on successful secondary implementations meant that most interviewees were able to overcome challenges. Presentation of results is illuminated with case studies, quotes, and examples that can help secondary implementers with SCALE-UP reform efforts specifically. We also discuss the implications for policy makers, researchers, and the higher education community concerned with initiating structural change.

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“…Organization research has pointed to a range of settings that exhibit these characteristics. Examples are highly complex and dynamical organizational environments (Duncan 1972), organizations that switch from traditional hierarchical management to team based management (Bordia et al 2004), or that introduce new and complex team tasks for which team members cannot rely on existing scripts and routines (Jehn 1995).…”

Section: Uncertainty As An Endogenous Factormentioning

confidence: 99%

How attitude certainty tempers the effects of faultlines in demographically diverse teams

Grow

Flache

2011

Comput Math Organ Theory

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Lau and Murnighan's faultline theory suggests that strong demographic faultlines can undermine cohesion in work teams. A strong faultline splits a team into internally homogeneous but mutually dissimilar subgroups based on demographic characteristics. Social influence processes within these subgroups then lead to the polarization of team members' attitudes along the divisions imposed by the faultline. However, faultline theory hitherto neglects effects of attitude certainty. Research shows that the certainty with which individuals hold their attitudes affects social influence processes. We extend theoretical faultline research by integrating attitude certainty. For this, we incorporate the interplay of the dynamics of attitude certainty and social influence into a formal model of demographic faultline effects developed by Flache and Mäs. Computational experiments suggest a moderation effect. Demographic faultlines only affect team cohesion if attitude certainty is low. We discuss implications for future research.

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Uncertainty During Organizational Change: Types, Consequences, and Management Strategies

Cited by 462 publications

References 84 publications

Management Culture as Part of Organizational Culture in the Context of Corporate Social Responsibility Implementation

Management Culture as Part of Organizational Culture in the Context of Corporate Social Responsibility Implementation

Enabling and challenging factors in institutional reform: The case of SCALE-UP

How attitude certainty tempers the effects of faultlines in demographically diverse teams

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