Dennis R. Self

Organizational Change Content, Process, and Context: A Simultaneous Analysis of Employee Reactions

Abstract This study examines the relationship between three attributes of organizational change (that is, content, process, and context) in a Fortune 500 telecommunications firm. While researchers acknowledge the importance of the three attributions of organizational change, there is sparse empirical evidence of the systematic and simultaneous assessment of these attributes in organizational change efforts. The investigation undertaken in this study follows a design encompassing content, process, context and outcome variables. Results, utilizing quantitative and qualitative data, reveal that organizational change (an employee outcome variable) is strongly related to the impact of the change on employees (a content variable) and organizational communication media (a process variable). Furthermore, the results of this study indicate that the extent to which employees perceive an organizational change as justified is influenced by their perceived organizational support (an organizational context variable). Implications for practitioners and future research are offered.

Enhancing the success of organizational change

Purpose – This paper seeks to provide guidance on specific ways by which organizations can overcome resistance by matching readiness strategies with forms of resistance.Design/methodological approach – The paper summarizes literature on resistance to change and readiness to change, leading to the development of specific recommendations for reducing resistance through specific readiness strategies.Findings – Resistance, though common, may be more effectively managed if specific readiness strategies are matched with requisite sources of resistance.Practical implications – The paper provides guidance on addressing primary sources of resistance by matching them with specific elements proposed by Armenakis et al. that lead to readiness for change.Originality/value – The synthesis of literature related to creating readiness for change and resistance to change leads to a resistance to change typology, including three domains. While these domains have been addressed in change literature, the paper further expands...

Potential benefits of engaging primary stakeholders in developing a vision

Purpose – The purpose of this article was to outline some of the potential benefits of engaging primary stakeholders in the process of developing or revising an organizations vision.Design/methodology/approach – Plausible benefits associated with involving primary stakeholders in the visioning process were discussed within the framework of the current global economic crises.Findings – Involving key primary stakeholders such as employees, customers, and owners/investors in the visioning process can elicit benefits including an accelerated rate of change, enhanced organizational recovery, and renewed stakeholder loyalty.Originality/value – This article emphasizes the importance of engaging primary stakeholders, comprised of employees, customers, and owners/investors in the process of visioning. Potential benefits of involving these primary stakeholders in the process are also summarized within the context of our current, global, economic crises.

Negligent retention of counterproductive employees

Purpose – The purpose of this article is to encourage organizations to recognize the potential risks of retaining counterproductive employees on their payrolls and the steps they should take to prevent and/or correct the situation should it exist within their organizations. Design/methodology/approach – Literature examining a broader definition of the negligent retention doctrine, which includes employees who lack the qualifications for the positions they hold, those who are nonperformers, and/or those who exhibit toxic behaviours, and the consequences for retaining these counterproductive employees on the payroll. By using a multilayered approach, the article discusses the efforts organizations can use to identify potentially counterproductive employee behaviour and the steps the organizations should take to provide appropriate developmental strategies/programs to assist counterproductive employees, as well as, provide appropriate disciplinary action, as the situation dictates. Findings – The review high...

Fostering employee innovation: leveraging your “ground level” creative capital

Purpose – The purpose of this paper is to argue for the importance of allowing operational or ground level employees to participate in the process of organizational innovation.Design/methodology/approach – The paper looks at various examples of employee innovation. It suggests five ways of enacting active empowerment of employees.Findings – Participation of operational or ground level employees in the innovation process can be facilitated through active empowerment. Active empowerment can be fostered through sharing accurate information, active listening, encouraging employees to take risks, using failure as a learning tool, and fostering mutual trust.Practical implications – Organizations can enhance the overall innovation process by empowering employees to participate in the process. This approach leverages creative resources that may, otherwise, remain untapped.Social implications – Leveraging employee innovation through active empowerment will not only enhance the overall organization, but will also e...

Improving organizational alignment by enhancing strategic thinking

Purpose – The article argues for increased use of knowledge management as a possible method for improving the alignment of organizations with the external environment. Design/methodology/approach – It is readily acknowledged that the external environment for organizations is characterized as fast-paced. As such, to remain successful, organizations must endeavor to remain aware of changes in the external environment and make timely adjustments to internal operations that will keep the organization properly aligned with the environment. Findings – Strategic thinking, bolstered by effective knowledge management, is one approach organizational leaders can consider in their quest to remain properly aligned with perpetual changes in the external environment. Practical implications – Employees represent a significant source of information and knowledge within organizations. Leveraging this information through knowledge management may enhance the strategic thinking within organizations, translating into practices...

Enhancing development and planning efforts: benefits of leveraging technology

Purpose – The purpose of this article is to provide insight into how organizations and managers can use technology, including the internet, to enhance development and planning efforts.Design/methodology/approach – Suggestions for leveraging technology are outlined using the traditional components of the planning process as a template. Specific recommendations are offered for integrating technology into each of the stages of the planning process (i.e. formulation, implementation and evaluation).Findings – A majority of business and technology executives agree that extensive use of information technology can enhance strategic planning, however, only about one‐third of surveyed CEOs actually champion the use of technology in strategic planning, with only 19 percent considering their organizations strategic planning process highly effective (PR Newswire). Yet, by leveraging technology more effectively during planning and development initiatives, companies are likely to improve their overall competitive posit...

Turnaround in the bandits of Bravo Company

Purpose – The purpose of this paper is to retroactively study a positive organizational change by showing how the elements of readiness creation and the change strategies in a widely accepted change model applied to a 20‐month change in one US Army company.Design/methodology/approach – The commander was not familiar with many of the contemporary change management models. Retrospective analysis of the change strategies reveals congruence with components of a widely accepted change model. The commanders actions, matched with the models components, highlighting the models potential value in the military.Findings – The most significant finding is that a military commander with limited theoretical experience in organizational change successfully turned around a military unit while unconsciously paralleling an existing change model, suggesting that the military should study the model further.Research limitations/implications – The paper is limited by the number of organizations studied.Practical implications...