Research in Organizational Change and Development, Volume 16

✍ Scribed by PASMORE W. A.

• Publisher: Emerald Group Publishing Limited
• Year: 2007
• Tongue: English
• Leaves: 425
• Category: Library

✦ Synopsis

The Research in Organizational Change and Development series is an outlet for cutting edge conceptual and empirical scholarly contributions that have the capacity to shape research and practice. The field of organizational change and development continues to evolve rapidly, as the demand for rapid and effective organizational transformation has increased. It is more important that ever that scholars address topics such as increasing intervention effectiveness, managing emotional issues raised during change, measuring the impact of change, and improving the methods we use to conduct research on organizational change.-This series provides a definitive outlet for the most thoughtful and exciting work of newly emerging and well-recognized scholars in the field of organization change and development-This series regularly invites leading thinkers in the field to present their latest models, empirical findings and thoughtful directions for future research-This series provides historical overviews of different paradigms of research in the field

✦ Table of Contents

Preface......Page 1
List of Contributors......Page 6
The Role of Energy-in-Conversation in Leading Organizational Change......Page 8
Introduction......Page 9
The Organizing Property of Conversations......Page 10
Organizations as Networks of Conversations......Page 11
The Role of Speech Acts......Page 13
The Narrative Structure of Organizational Life......Page 14
Changing Organizations with Conversations......Page 17
The ITAM Case Study......Page 21
Making a Business Case......Page 22
Doing Homework......Page 23
Controlling the Timing and Flow of Information......Page 24
Demonstrating Success......Page 25
Finding New and Novel Ways to Talk About the Work......Page 26
Influencing through Others......Page 27
Checking Reactions......Page 28
Speaking Positively About the Work......Page 29
Working to Understand Resistance......Page 30
Gathering and Packaging Facts to Address Concerns......Page 31
Summary......Page 32
Conversations and the Creation of Energy......Page 33
How Interpretations of Narrative Structure Affect Energy......Page 35
The Power of Positive Emotions......Page 38
Mini Cycles of Conversational Activity......Page 39
Summary......Page 42
References......Page 43
A Hybrid Theory of Organizational Transformation......Page 49
Organizational Transformation Defined and Two Approaches Introduced......Page 50
A Case of the Grow Approach to OT: Launching the ‘‘Epsilon’’ Automobile......Page 54
A Second Grow Case: The Fermi Nuclear Power Plant2......Page 58
Tensions between Grow and Drive Approaches: Introducing Executive (Positional) Authority......Page 60
Case: A Grow Initiative Killed by the New Boss......Page 63
Tensions between OT Front-Line Leaders and Executives: Opportunities for Integration......Page 64
Case: When Radical Structural Reform Really is the Top Priority......Page 67
Organizational Alignment and Integration......Page 68
Case with Alignment Issues: US Environmental Protection Agency - One Regional Office......Page 71
Organizational Integration: Managing in Paradox......Page 73
Collaborating on the Contract; Partnering on the Project......Page 77
Conclusion......Page 79
Notes......Page 82
Acknowledgments......Page 83
References......Page 84
Formation of Expectations Regarding Change Outcomes: Integrating Information and Social Effects......Page 87
Information Effects Approach......Page 89
Social Effects Approach......Page 90
Expectation Formation: An Integrated Model......Page 92
Social Opinion Validity......Page 94
Individual Confidence in Information Scrutiny......Page 96
Change-Related Variables......Page 98
Formation of Outcome Expectations: Integrating Information and Social Effects......Page 99
Expectation Formation in a Continuous Change Process......Page 102
Implications and Conclusions......Page 104
References......Page 107
CEO Discourse in Mergers and Acquisitions: Toward a Theory of the Promise-Realities Gap......Page 111
On the One Handhellip......Page 114
hellipBut Then Again, on the Other Hand......Page 117
Methodology and Empirical Foundations......Page 119
Findings......Page 126
Subsection One: The Post-Merger Organization......Page 127
Subsection Two: Key Issues with Discourse and Strategies Adopted......Page 130
The Synergy and Scale Strategy......Page 131
The Global Power Strategy......Page 132
The Equal Footing (Marriage) Strategy......Page 133
The Ambiguity Strategy......Page 134
The ‘‘We Are Young and Dynamic’’ Strategy......Page 136
The Long-Term Sustainability Strategy (Perception Management)......Page 137
The Cartel Communicator: ’Life is Power’......Page 138
The Aesthetic Communicator: ’Life is Beauty’......Page 139
The Videogame Communicator: ’Life is a Game’......Page 142
The Holistic Communicator: Life is Multiple Realities......Page 143
Further Explanations and Limitations......Page 147
Toward a Theory of the Promise-Realities Gap......Page 148
Conclusion and Suggestions for Further Research......Page 151
References......Page 154
Taking Yourself with you: Transfer of Achieved Identity as a Predictor of Employee Adjustment to Change......Page 160
Social Identity and Organizational Change......Page 162
Defining Ascribed and Achieved Identity......Page 164
Ascribed and Achieved Identity within the Organizational Context......Page 165
Transferring Achieved Identity......Page 167
Information About the Degree of Change......Page 170
Information About the Reason for Change......Page 171
Sample......Page 173
Achieved Identity......Page 174
Management Communication......Page 176
Control Variables......Page 177
Results......Page 178
Discussion and Implications......Page 180
A Revised Model and Future Research......Page 185
Implications for Change Management......Page 188
Limitations......Page 190
References......Page 191
Appendix......Page 194
Witkin’s Cognitive Styles and Field Theory Applied to the Study of Global Managers and OD Practitioners......Page 196
Scope of this Paper......Page 197
Language......Page 198
Personal Value......Page 199
Witkin’s Field and Cognitive Style Theory......Page 200
Cultural Adaptation of Global Managers and Role Requisites......Page 204
Adaptation Challenge 1: Cultural Distance between Cultures......Page 206
Adaptation Challenge 2: Culturally Appropriate Role Taking Across Cultural Boundaries......Page 207
Adaptation Challenge 3: Adequate Social Exchanges across Cultural Boundaries......Page 208
Intercultural Role Requisites of a Global Manager......Page 209
Culture Gap between Traditional OD Values, the Organizational Culture of the Client System, and the Client System’s National Culture......Page 210
Correlation between FID and Masculinity......Page 212
Correlation between OD Interventions and Femininity......Page 213
Integrative Cognitive Functioning (Integrated Perceptual-Cognitive Ability)......Page 214
Future Research Agenda......Page 218
Expected Benefits of Future Research......Page 219
References......Page 220
Archetypal Change and the Professional Service Firm......Page 225
The Professional Service Context......Page 226
Archetypes and Change......Page 228
Challenging an Interpretive Scheme......Page 230
The Institutional Perspective......Page 231
The Resource Dependency Perspective......Page 234
Hybrid Forms......Page 235
Coexistence......Page 236
Multiple Archetypes......Page 237
Professional Archetype 1: The Professional Partnership......Page 238
Professional Archetype 2: The Global Professional Network......Page 240
More Individualized Reward Systems......Page 241
Increasing Corporate Governance......Page 242
From Generalist to Specialist to Multidisciplinary Practice......Page 243
Professional Archetype 3: The Star......Page 244
Coexisting Archetypes......Page 245
Implications and Future Research Directions......Page 247
Notes......Page 249
References......Page 250
Strategically Repositioning and Transforming Public Organizations......Page 256
Structural Features that Inhibit Change......Page 257
Professionally Dominated Organizations......Page 260
Protected Organizations......Page 262
Routinized Organizations......Page 264
Change for a Professionally Dominated Organization......Page 265
Change for Protected Organizations......Page 266
Change for a Routinized Organization......Page 267
Change-Initiating Events......Page 268
Scope of Change......Page 269
The Buffeted Organization......Page 271
The Proactive Organization......Page 272
Crafting Proactive Organizations with Mutualist Leadership......Page 273
Difficulties in Sustaining a Proactive Position......Page 276
Research Questions......Page 282
Implications for OD Practice in Public Organizations......Page 284
Conclusions......Page 285
References......Page 289
Toward a Comprehensive Definition of Readiness for Change: A Review of Research and Instrumentation......Page 292
Origins of the Organizational Readiness for Change Construct......Page 294
Analytic Strategy......Page 295
Purpose......Page 296
Response Format......Page 297
Facets of Analysis......Page 298
A Typology of Change Readiness Instruments......Page 299
Instruments Assessing Change-Specific Content......Page 303
Instruments Assessing Change Process......Page 308
Instruments Assessing Internal Context......Page 310
Abilities Instrument......Page 316
Trait Instruments......Page 319
Instruments Assessing Intentions or Reactions......Page 320
Summary of the Facet Analyses......Page 324
Synthesized Definition of Readiness for Change......Page 329
Level of Analysis......Page 330
Method of Developing Scales......Page 332
Conclusion......Page 333
References......Page 334
Built to Change: High-Performance Work Systems and Self-Directed Work Teams - A Longitudinal Quasi-Experimental Field Study......Page 340
Introduction......Page 341
Literature Review......Page 353
Semi-Autonomous SDWTs......Page 354
The Field Study: The ABC Company and Site A......Page 361
Division Level: ABC’s Manufacturing Division......Page 362
A Longitudinal Coupling along Site A’s Assessment Process......Page 363
Contextual Organizational Inputs: The Internal and External Business Environmental Factors......Page 366
ABC Company Vision Direction......Page 367
ABC Company Organizational Strategies......Page 368
Direct Employee Decision-Making and Direct Employee Participation: Parallel Structures and Processes......Page 372
Site A Vision Direction......Page 373
Site A Organizational Strategies......Page 374
The Next 19 Months: The Design and Acceptance Phases......Page 375
The 15 Bundled and Integrated Action-Levers or Design Features: The Fit between Organization Structures, Systems, and Processes......Page 376
Macro Structure Action-Levers: Business Center/Focused Factory/Product Alignment Structure (A1)......Page 377
Macro Structure Action-Levers: Direct SDWTs Working with Internal and External Customers and Suppliers (A2)......Page 380
Macro Structure Action-Levers: The Management Team as a SDWT (A4)......Page 381
Macro Structure Action-Levers: Coaches for Management, Operations and Process SDWTs (Rather than Supervisors) (A5)......Page 382
People and HRM Systems Action-Levers: Multi-Skilling (C1)......Page 383
People and HRM Systems Action-Levers: Training/Re-Training and Development (C4)......Page 384
Recognition and Financial Reward Systems Action-Levers: Financial Reward Systems versus Pay-for-Skills (D2)......Page 385
Recognition and Financial Reward Systems Action-Levers: Qualification/Certification of SDWT Operations Members (D3)......Page 386
Shared Leadership and Decision-Making/Empowerment Processes Action-Levers: Decision-Making, Problem Solving, Empowerment, and Employee Involvement (E1)......Page 387
Shared Leadership and Decision-Making/Empowerment Processes Action-Levers: Formalized and Periodically Rotated Leadership Roles for Operations and Process SDWTs (E2)......Page 388
Organizational Outputs/Results......Page 389
The HPWS Hypotheses......Page 390
Assessing Changes and Change Processes......Page 391
Research Methods......Page 392
Results......Page 393
Discussion of Results......Page 396
Conclusions......Page 403
Notes......Page 406
References......Page 407
About the Authors......Page 420