Employee acceptance of organizational change:the role of organizational commitment

This study tests a causal model that predicts the acceptance of organizational change using a sample of 761 employees from a large public hospital in the state of Victoria, Australia. The LISREL results indicate that employee acceptance of organizational change is increased by organizational commitment, a harmonious industrial relations (IR) climate, education, job motivation, job satisfaction, job security and positive affectivity, and is decreased by union membership, role conflict, tenure and environmental opportunity. Organizational commitment was found to act as both a determinant and mediator in the change process. Implications for the management of organizational change using human resource (HR) strategies and policies are discussed.     

Employees' attitudes toward organizational change: A literature review

Organizations are increasingly required to improve their ability to enhance employees' support or acceptance for change initiatives. In studies that have examined the conditions in which employees support organizational change, researchers have focused on various attitudinal constructs that represent employees' attitudes toward organizational change. The constructs, which frequently serve as key variables in these studies, include readiness for change, commitment to change, openness to change, and cynicism about organizational change. These constructs have distinct meanings and emphases and therefore they can provide us with different information regarding employees' evaluation of and concerns about particular change initiatives. In this literature review, the author discusses how the constructs are defined in the organizational change literature and synthesizes the antecedents of each construct. Based on the discussion, it is proposed that the constructs are susceptible to situational variables, and may change over time as individuals' experiences change; therefore, they are better conceptualized as states than as personality traits. ©2011 Wiley Periodicals, Inc.     

Employee rights and organizational forms: An integrative framework for research

The goal of this study is to stimulate thought and provide initial direction for theory development and empirical investigation in regard to proposed linkages between employee rights concerns in the work environment and organizational forms. A review of pertinent literature on the subjects of organizational forms and employee rights is presented, in which a summary and critique of the current state of theory and research is emphasized in relation to those components of the two subject areas that are most relevant to the aims of the study. Following this review, the article undertakes a synthesis and integration of existing work, bringing together two scholarly fields of inquiry that have not been incorporated previously, and providing suggestions to establish critical associations and fill conceptual gaps. In this respect, the study constitutes a “first step” in the development of an orientation that accentuates the complementarity of perspectives concerning employee rights and organizational forms.     

The relevance of democracy to organizational management

The relationship between democratic ideals and organizational structuring and functioning receives attention in this article. After a brief historical consideration of liberal democracy in the United States, we analyze social, managerial, ethical, and economic issues defining the relevance of democracy to organizational management. These issues lead to a presentation of specific purposes that particular mechanisms of organizational democracy can serve. Because of other scholarly attention to participative management and employee ownership, hierarchical constraints receive emphasis here.     

Factors influencing processes of radical change in organizational belief systems

The recent development of a cognitive, interpretive approach to organizational analysis has helped to increase our understanding of organizational action. This paper discusses the relationship between organizational beliefs and organizational change. Based upon a review of empirical studies of strategic reorientations, the article presents a model of factors that influence processes which lead to changes in organizational belief systems. It is argued that radical changes in organizational belief systems are influenced by organizational results, by characteristics of the organizational environment, by intra-organizational factors, and by characteristics of the current organizational belief systems. These factors are discussed and some ways to further augment our knowledge of this phenomenon are indicated.     

Circular economy and sustainability: The role of organizational behaviour in the transition journey

Implementing circular economy (CE) requires complex and dynamic changes in technical and behavioural aspects. Few studies spend efforts to understand the organizational behavioural side of CE transition. Thus, this study proposes a theoretical framework that addresses the requirements for the transition towards CE from the organizational perspective. We conducted a systematic review aiming to identify the relations between CE and organizational culture. As a result, we developed a theoretical framework composed of five building blocks (mindsets, values, behaviours, capabilities and competences) that guide the transition towards a CE-oriented culture aiming to achieve sustainability in business. We also identified several gaps for future researches. We concluded that the framework could enrich the literature discussion in the field and be used by practitioners for the identification of paths to implement CE from the organizational culture perspective. In addition, the use of this framework could lead to the achievement of the sustainable development.     

A change management perspective on public sector cutback management: towards a framework for analysis

The financial crisis forces public managers to implement cutbacks within their organization. We argue that adopting a change management perspective contributes to our understanding of cutback management by adding a focus on managerial behaviour regarding cutback-related organizational changes. Relying on change management literature, this paper develops a framework for the analysis of cutback management connecting the context, content, process, outcomes and leadership of cutback-related change. From this it follows that managers can be positioned at the intersection of various imperatives, both externally and internally, such as their political leaders and their own subordinates. A research agenda is proposed.     

Implementing Change in Public Organizations: The relationship between leadership and affective commitment to change in a public sector context

We propose and test a theoretical framework concerning the relationship between transformational leadership behaviour and affective commitment to change in a public sector context. We apply change management theory to explain how direct supervisors contribute to processes of organizational change, thereby increasing affective commitment to change among employees. While the change leadership literature emphasizes the role of executive managers during change, we conclude that the transformational leadership behaviour of direct supervisors is an important contribution to the successful implementation of change. Furthermore, the results show how the specific context of public organizations determines the transformational leadership behaviour of direct supervisors.     

Performance implications for the relationships among top management leadership,organizational culture,and appraisal practice: testing two theory-based models of organizational learning theory in Japan

The purpose of this study was to examine the interrelationships among top management leadership, organizational culture and human resource (HR) practices, and their associative effects on organizational performance. Based on the theory of organizational learning, we developed and tested two different causal models: (1) a feed-forward learning flow model in which supportive leadership by top management would create a community culture and HR practices within organizations; and (2) a feedback learning flow model in which a community culture would support the practice of supportive leadership by top management and HR practices within a firm. Our structural equation modelling (SEM) results for a sample of 225 Japanese small and medium-sized enterprises (SMEs) in Japan supported the second model, in which the dominance of a community culture within the firm is an antecedent of top management's supportive leadership, which in turn necessitates a performance-based appraisal practice and eventually leads to better organizational performance in terms of objective indicators of turnover and absenteeism rates and workforce productivity. The findings are used to discuss the role of top management leadership in a particular organizational culture from the organizational learning perspective. Limitations and directions for future research are also discussed.     

The moderating effect of organizational change cynicism on middle manager strategy commitment

This paper focuses on middle managers as key actors in organizational strategizing. Through an empirical study we explore some of the barriers to effective implementation of strategic change initiatives. This research is motivated by the recognition that to understand strategizing in organizations we need to appreciate both when it is successful and when it is not, but that we still know little about the latter. To develop better insights into what lies behind the actions of strategists and to present implications for HR managers concerned about increasing the chance of successful change and reducing the prevalence of organizational change cynicism (OCC), we first explore antecedents to middle managers' strategy commitment. We examine perceptions of the workplace context, including procedural justice and senior management support for the strategy and middle managers' levels of strategy relevant knowledge, incorporating participation in decision-making and information available for implementation. We then investigate the moderated effect of OCC on middle managers' strategy commitment. Our study suggests that failure of a new strategy or strategic direction is due to the inability or resistance of individual employees to commit to a strategy and adopt the necessary behaviours to accomplish an organization's strategic objective.     

Sustainable Development in Supply Chain Management: The Role of Organizational Learning for Policy Implementation

Implementing sustainable policies in supply chains is a significant challenge for businesses. Recent evidence has shown that failure to manage supply chains responsibly can have significant impacts on firms' reputation and financial performance. In this paper, we develop a conceptual framework, which focuses on organizational learning, and outline specific channels through which firms can generate learning processes and build appropriate capabilities to successfully implement social and environmental supply chain policies. Drawing on 57 in‐depth interviews from a cross‐sectional sample of seven UK and nine German companies, we empirically assess our conceptual framework in accordance with a grounded, in‐depth case study analysis approach. We find compelling evidence to suggest that organizational learning is an important factor for a successful implementation of sustainable supply chain management. Organizational learning is often established as a result of training, knowledge acquisition, stakeholder engagement and collaboration between intra‐organizational and inter‐organizational partners, including suppliers and NGOs. Nonetheless, our results also emphasize that firms often have few systematic processes through which organizational learning is developed, and that such learning processes are often ad hoc at best, which in turn has significant implications for the responsible supply chain practices. Copyright © 2014 John Wiley & Sons, Ltd and ERP Environment     

The interplay between stakeholders,resources and capabilities in climate change strategy: converting barriers into cooperation

This article investigates how organizations deal with drivers and barriers to the adoption of low‐carbon operational (LCO) practices and, accordingly, we propose a framework for relationships with stakeholders to guide organizations in orchestrating stakeholders, resources and capabilities to meet the challenges and opportunities arising from climate change. Data was collected through interviews with experts working within companies participating in the Carbon Disclosure Program and the Brazilian GHG Protocol Program. Our findings show that the level of willingness of stakeholders influences how companies select mechanisms to deal with drivers and barriers to LCO practices. Our results, qualified by stakeholder relationships theory and the natural resource‐based view, introduce an analytical approach called ‘mechanisms of responses’ to understand how organizations deal with drivers and barriers in the context of climate change in order to guide companies to adopt LCO practices, strengthen co‐operation with stakeholders and develop the required organizational capabilities.     

Examining organizational citizenship behavior of Japanese employees: a multidimensional analysis of the relationship to organizational commitment

Although there is now considerable research concerning organizational citizenship behavior (OCB), little is known about the possibility of the transposition of such a research topic to a Japanese context. This study proposes and substantiates a three-dimension model of OCB in the Japanese context, comprising voluntary involvement, generalized compliance, and personal industry. Furthermore, the examination of the relationship between organizational commitment and OCB indicates that affective commitment is positively associated with voluntary involvement and personal industry. Also, continuance commitment is positively related to generalized compliance and, simultaneously, negatively associated with voluntary involvement. Finally, theoretical and practical implications are discussed.     

A longitudinal study of supply organizational change

This research examines the high level of change in supply organizations of large North American companies using data collected from 51 large North American supply organizations in 1987, 1995 and 2003. Analysis is supplemented by an additional 55 companies for which data were collected in 1995 and 2003. The availability of longitudinal data from individual companies over a 16-year period provided a unique opportunity to trace changes made to each company's supply organizational structure and their roles and responsibilities. Findings suggest that the respondents made major changes in supply organizational structure, supply chain responsibilities, use of purchasing teams, supply involvement in major corporate activities (MCA) and CPO reporting line, title and background.     

Managing human reources for learning and innovation: a comparative study of Brazilian,Japanese and Korean firms

In this paper we develop a comparative study of the processes of organizational change which leading-edge technology firms are experiencing, particularly in terms of human resources management, which favour the learning and development process of employees and of organizations themselves. It focuses on the telecommunication industry in three countries: Japan, Korea and Brazil where qualitative research was conducted in eleven companies. The outcomes of the field research reveal innovative policies and practices in human resouces management, even though these are specific to each country. The specificities are mainly justified by the stage of development of each industry in the scenary of global competition. Nevertheless, all companies considered already show the traces that are required to consider them as learning organizations.     

The search for legitimacy and organizational change: The agency of subordinated actors

This article investigates the organizational changes triggered by the implementation of certified management systems (CMS) in Denmark and explores how institutionalized organizational practices change over time. The study shows that improvements in performance were not significant in the implementation of CMS, though in most cases its adoption implied organizational changes. The study also shows that the search for external legitimacy was appropriated by various internal organizational actors, other than management. When internal actors share the institutionalized beliefs and norms of the wider society, they implicitly strive to reduce decoupling. We argue that understanding the social dynamics of legitimacy in organisations requires paying attention to the agency of superordinated as well as subordinate actors.     

The impact of socially responsible human resource management on employees' organizational citizenship behaviour: the mediating role of organizational identification

Based on insights from social exchange and social identity theories, this paper examines the influence of three dimensions of socially responsible human resource management (SR-HRM), namely legal compliance HRM, employee-oriented HRM and general CSR facilitation HRM, on employees' organizational citizenship behaviour (OCB). Structural equation modelling of dyadic data collected from Chinese employees and their direct supervisors in three phases revealed that whilst organizational identification fully mediated the relationship between employee-oriented HRM and employee OCB, general CSR facilitation HRM had a direct effect on employee OCB. In contrast, legal compliance HRM neither influenced employee OCB directly, nor indirectly through organizational identification. The findings highlight the important but complex role played by SR-HRM in eliciting positive employee work outcomes, and contribute to our knowledge of the mechanisms underlying this relationship.     

Time precedence in the relationship between organizational climate and organizational performance: a cross-lagged study at the business unit level

This article presents a two-wave cross-lagged study (average interval of two years) on time precedence in the relationship between organizational climate and organizational performance in 171 branches of a financial services organization in the Netherlands. It is argued that four HR-induced organizational climate dimensions influence organizational performance. Additionally, it was also hypothesized that high organizational performance influences the four organizational climate dimensions through investments in HR practices and through signalling effects. Finally, it was reasoned that possibly both processes are present simultaneously. Results of testing a series of competing models in AMOS showed that organizational climate at time point 1 influenced organizational performance at time point 2 rather than the reverse, or both processes being present simultaneously.     

Employees' concerns about change and commitment to change among Italian organizations: the moderating role of innovative work behavior

Despite being regarded as a critical psychological process influencing the effectiveness of change initiatives, concerns about change have not received empirical attention in the organizational change literature. The present study addresses this issue by examining the relationships among employees' concerns about change (conceptualized as including concerns about the contents and benefits of change, and concerns about mastering the change), commitment to change and innovative work behavior. First, in a hospital undergoing a major administrative change (N = 435), concerns about change were generally found to be negatively related to affective and normative commitment to change and positively related to continuance commitment to change. These results were replicated in a chemical and pharmaceutical company undergoing a technological change (N = 113), except that concerns about change were unrelated to normative commitment to change. In addition, employees' innovative work behavior moderated the relationship of concerns about change to affective commitment to change such that the relationship was negative when innovative behavior was low but nonsignificant when innovative behavior was high. This study provides scholars and practitioners with a theoretically and empirically grounded framework for assessing employees' concerns about change, and moves research a step forward into identifying the behaviors that organizations should support to counteract this psychological threat.     

Engaging Hong Kong businesses in environmental change: drivers and barriers

Hong Kong's businesses have been slow to embrace environmental management principles, particularly in the SME sector. This article analyses key barriers and incentives to engaging Hong Kong businesses with voluntary environmental initiatives and compares their relevance for companies of different sizes. As in other countries, SMEs show a much lower uptake of such activities than larger companies. Their approach towards environmental management is predominantly reactive, and legislation remains the key driver for engaging them with environmental change. Inadequate government policy and support, societal attitudes and corporate culture all contribute significantly to the comparatively poor development of corporate environmental management among Hong Kong companies. As long as most SMEs regard voluntary environmental activities as costly and unnecessary ‘extras’ that endanger their competitiveness and detract resources from their core business without offering any tangible benefits, fundamental improvements in their environmental performance will be difficult to achieve. Copyright © 2006 John Wiley & Sons, Ltd and ERP Environment.