Sensemaking, emotion, and assessments of an organizational change initiated by others
Article Abstract:
A study is conducted on the interpretations and experiences of change recipients, those who carry out organizational interventions initiated by others. It is observed that the gains of the employees were linked with interpretations of the change initiative and pleasant feelings and that there was considerable emotional contagion within working units.
Publication Name: Journal of Applied Behavioral Science
Subject: Social sciences
ISSN: 0021-8863
Year: 2006
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Vision: Friend and foe during change: A rejoinder to reviewers' comments
Article Abstract:
A demonstration is made on how vision could be a powerful binding force within an organization. A critical consideration of vision can enlarge the understanding of the potential positive and negative effects of organizational identity during organizational change efforts.
Publication Name: Journal of Applied Behavioral Science
Subject: Social sciences
ISSN: 0021-8863
Year: 2006
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Active on the job - proactive in change: how autonomy at work contributes to employee support for organizational change
Article Abstract:
The role workplace autonomy plays in shaping employees' proactivity and support for organizational change is examined. Results show that autonomy at work has a positive impact on employees' proactivity and support to structural change in the organization.
Publication Name: Journal of Applied Behavioral Science
Subject: Social sciences
ISSN: 0021-8863
Year: 2007
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