2012
DOI: 10.1080/02642069.2010.531269
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Understanding professionals' reactions to strategic change: the role of threatened professional identities

Abstract: International audienceThis article develops and demonstrates the utility of a framework for understanding professionals' reactions to strategic change in professional service firms as an interplay between a strategic intent, its manifestation in organizational roles and practices and its fit with existing professional identities. The application of the framework with three case studies shows that strategic changes may threaten different aspects of professional identities (self-enhancement, self-continuity and … Show more

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Cited by 35 publications
(23 citation statements)
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“…In their study of organizational mergers, van Dijk and van Dick (2009) suggest that the use of self-enhancement strategies in response to the perceived work-based identity threat produces resistance to change. Self-enhancement also mediates the relationship between identity threat (produced by strategic organizational change) and employees’ voice, whereas self-continuity (a concept similar to self-verification) mediates the relationship between identity threat induced by role change and turnover (Schilling, Werr, Gand, & Sardas, 2012).…”
Section: Individual-level Work Identitymentioning
confidence: 99%
“…In their study of organizational mergers, van Dijk and van Dick (2009) suggest that the use of self-enhancement strategies in response to the perceived work-based identity threat produces resistance to change. Self-enhancement also mediates the relationship between identity threat (produced by strategic organizational change) and employees’ voice, whereas self-continuity (a concept similar to self-verification) mediates the relationship between identity threat induced by role change and turnover (Schilling, Werr, Gand, & Sardas, 2012).…”
Section: Individual-level Work Identitymentioning
confidence: 99%
“…It is also asserted that these high engagement service operations allow the customer/client to actively intervene with their service processes (Verma, 2000), often to request modifications to what is being delivered. Given the implication that such high engagement causes a reduction in efficiency (Chase, 1981) there is, at least in part, an assumed increase in commercial pressure (Schilling et al., 2012) and a growing belief that high levels of customer participation in the creation of professional service offerings may be a ‘double‐edged sword’ (Chan et al., 2010).…”
Section: Literature Review and Research Questionsmentioning
confidence: 99%
“…Are professional structures in healthcare more orthodox and traditional compared to other organisations? Research on change management in IT, management and technical consulting organisations also show that professional identities are threatened, which consequently leads to resistance on behalf of the participants in the process of change (Schilling, Werr, Gand, & Sardas, 2012). Since research shows similar types of professional resistance in other service organisations, the identification of the bypassing style in the present study may instead be associated with the methodology that was used.…”
Section: Concluding Discussionmentioning
confidence: 84%