Weitere Kapitel dieses Buchs durch Wischen aufrufen
This chapter critically reviews previous literature on employee engagement in an organizational change context by first explaining how employee engagement can help achieve sensemaking, creativity and as a result a successful organizational change, and by then considering the way management can use communication and participation practices to engage employees.
Bitte loggen Sie sich ein, um Zugang zu diesem Inhalt zu erhalten
Sie möchten Zugang zu diesem Inhalt erhalten? Dann informieren Sie sich jetzt über unsere Produkte:
Alper, S., Tjosvold, D., & Law, K. S. (2000). Conflict management, efficacy, and performance in organizational teams. Personnel Psychology, 53, 625–642. CrossRef
Amabile, T. M. (1983). The social psychology of creativity. New York, NY: Springer. CrossRef
Amabile, T. M. (1988). A model of creativity and innovation in organizations. In B. M. Staw & L. L. Cummings (Eds.), Research in organizational behavior (Vol. 10, pp. 123–167). Greenwich, CT: JAI Press.
Amabile, T. M. (1996). Creativity in context. New York, NY: Westview Press.
Amabile, T. M., Conti, R., Coon, H., Lazenby, J., & Herron, M. (1996). Assessing the work environment for creativity. Academy of Management Journal, 39, 1154–1184. CrossRef
Amabile, T. M., Goldfarb, P., & Brockfield, S. (1990). Social influences on creativity: Evaluation, coaction, and surveillance. Creativity Research Journal, 3, 6–21. CrossRef
Amabile, T. M., & Gryskiewicz, S. S. (1987). Creativity in the R&D laboratory. Technical report no. 10. Greensboro, NC: Center for Creative Leadership.
Andrews, F. M. (1979). Scientific productivity. Cambridge, England: Cambridge University Press.
Argyris, C. (1993). Knowledge for action: A guide to overcoming barriers to organizational change. San Francisco, CA: Jossey-Bass.
Arnold, J. A., Arad, S., Rhoades, J. A., & Drasgow, F. (2000). The empowering leadership questionnaire: The construction and validation of a new scale for measuring leader behaviors. Journal of Organizational Behavior, 21, 249–269. CrossRef
Ashforth, B. E., & Mael, F. (1996). Organizational identity and strategy as a context for the individual. In J. Baum & J. Dutton (Eds.), Advances in strategic management (Vol. 13, pp. 17–72). Greenwich, CT: JAI Press.
Balogun, J., & Johnson, G. (2004). Organizational restructuring and middle manager sensemaking. Academy of Management Journal, 47, 523–549. CrossRef
Bandura, A. (1977). Self-efficacy: Toward a unifying theory of behavioral change. Psychological Review, 84, 191–215. CrossRef
Bandura, A. (1982). Self-efficacy mechanism in human agency. American Psychologist, 37, 122–147. CrossRef
Barley, S. R. (1986). Technology as an occasion for structuring: Evidence from observations on CAT scanners and the social order of radiology departments. Administrative Science Quarterly, 31, 78–108. CrossRef
Barron, F. (1955). The disposition toward originality. Journal of Abnormal and Social Psychology, 51, 478–485. CrossRef
Bartunek, J. M. (1984). Changing interpretive schemes and organizational restructuring: The example of a religious order. Administrative Science Quarterly, 29, 355–372. CrossRef
Black, S., & Margulies, N. (1989). An ideological perspective on participation: A case for integration. Journal of Organizational Change Management, 2, 13–35. CrossRef
Burrell, G., & Morgan, G. (1979). Sociological paradigms and organizational analysis. London: Heinemann.
Campion, M. A., Medsker, G. J., & Higgs, A. C. (1993). Relations between work group characteristics and effectiveness: Implications for designing effective work groups. Personnel Psychology, 46, 823–850. CrossRef
Centre for Decision-Making Studies. (1979). Report to the Leverhulme trust on company information to employees project. London: Tavistock Institute of Human Relations.
Chen, G., Bliese, P. D., & Mathieu, J. E. (2005). Conceptual framework and statistical procedures for delineating and testing multilevel theories of homology. Organizational Research Methods, 8, 375–409. CrossRef
Clayton, J., & Gregory, W. J. (2000). Reflections on critical systems thinking and the management of change in rule-bound systems. Journal of Organizational Change Management, 13, 140–161. CrossRef
Cobb, A. T., Folger, R., & Wooten, K. (1995). The role justice plays in organizational change. Public Administration Quarterly, 19, 135–152.
Conger, J. A., & Kanungo, R. N. (1988). The empowerment process: Integrating theory and practice. Academy of Management Review, 13, 471–482.
Cook, R. A., & Goff, J. L. (2002). Coming of age with self-managed teams: Dealing with a problem employee. Journal of Business & Psychology, 16, 485–496. CrossRef
Davis, A. S., Maranville, S. J., & Obloj, K. (1997). The paradoxical process of organizational transformation: Propositions and a case study. In W. A. Pasmore & R. W. Woodman (Eds.), Research in organizational change and development (Vol. 10, pp. 275–314). Greenwich, CT: JAI Press.
De Cock, C., & Rickards, T. (1996). Thinking about organizational change: Towards two kinds of process intervention. International Journal of Organizational Analysis, 4, 233–251. CrossRef
Delaney, J. T., & Sockell, D. (1990). Employee involvement programs, unionization and organizational flexibility. In Academy of management proceedings (pp. 264–269).
Dougherty, D. (1992). Interpretive barriers to successful product innovation in large firms. Organization Science, 3, 179–203. CrossRef
Dutton, J. E., & Dukerich, J. M. (1991). Keeping an eye on the mirror: Image and identity in organizational adaptation. Academy of Management Journal, 34, 517–554. CrossRef
Dutton, J. E., & Jackson, S. E. (1987). Categorizing strategic issues: Links to organizational action. Academy of Management Review, 12, 76–90.
Fine, G. A. (1996). Justifying work: Occupational rhetorics as resources in restaurant kitchens. Administrative Science Quarterly, 41, 90–115. CrossRef
Ford, C. M. (1996). A theory of individual creativity in multiple social domains. Academy of Management Review, 21, 1112–1134.
Ford, C. M., & Gioia, D. A. (1995). Creativity in organizations: Ivory tower visions and real world voices. Newbury Park, CA: Sage.
Giddens, A. (1994). Central problems in social theory: Action, structure and contradiction in social analysis. Berkeley, CA: University of California Press.
Gill, J. (1996). Communication- Is it really that simple? An analysis of a communication exercise in a case study. Personnel Review, 25, 23–37. CrossRef
Gioia, D. A., & Chittipeddi, K. (1991). Sensemaking and sensegiving in strategic change initiation. Strategic Management Journal, 12, 433–448. CrossRef
Gioia, D. A., & Pitre, E. (1990). Multiparadigm perspectives on theory building. Academy of Management Review, 4, 584–602.
Glynn, M. A. (1996). Innovative genius: A framework for relating individual and organizational intelligences to innovation. Academy of Management Review, 21, 1081–1111.
Greenberg, D. N. (1995). Blue versus gray: A metaphor constraining sensemaking around a restructuring. Group & Organization Management, 20, 183–209. CrossRef
Guzzo, R. A., Yost, P. R., Campbell, R. J., & Shea, G. P. (1993). Potency in groups: Articulating a construct. British Journal of Social Psychology, 32, 87–106. CrossRef
Hackman, J. R. (1987). The design of work teams. In J. Lorsch (Ed.), Handbook of organizational behavior. Englewood Cliffs, NJ: Prentice-Hall.
Hackman, J. R., & Morris, C. G. (1975). Group tasks, group interaction processes, and group performance effectiveness: A review and proposed integration. In L. Berkowitz (Ed.), Advances in experimental social psychology (Vol. 8, pp. 45–99). New York, NY: Academic.
Hackman, J. R., & Oldham, G. R. (1976). Motivation through the design of work: Test of a theory. Organizational Behavior and Human Performance, 16, 250–279. CrossRef
Hackman, J. R., & Oldham, G. R. (1980). Work redesign. Reading, MA: Addison-Wesley.
Hatch, M. J., & Ehrlich, S. B. (1993). Spontaneous humor as an indicator of paradox and ambiguity in organizations. Organization Studies, 14, 505–506. CrossRef
Hill, R. C., & Levenhagen, M. (1995). Metaphors and mental models: Sensemaking in innovative and entrepreneurial activities. Journal of Management, 21, 1057–1074. CrossRef
Holman, P. (2000). Culture change. Executive Excellence, 17, 16–16.
House, R., Rousseau, D. M., & Thomas-Hunt, M. (1995). The meso paradigm: A framework for the integration of micro and macro organizational behavior. In B. M. Staw & L. L. Cummings (Eds.), Research in organizational behavior (Vol. 17, pp. 71–114). Greenwich, CT: JAI Press.
Huy, Q. N. (2002). Emotional balancing of organizational continuity and radical change: The contribution of middle managers. Administrative Science Quarterly, 47, 31–69. CrossRef
Isabella, L. A. (1990). Evolving interpretations as a change unfolds: How managers construe key organizational events. Academy of Management Journal, 33, 7–41. CrossRef
Jackson-Cox, J., McQueeney, J., & Thirkell, J. E. M. (1987). Strategies issues and events in industrial relations: Disclosure of information in context. London: Routledge and Kegan Paul.
Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33, 692–724. CrossRef
Kanter, R. M., Stein, B. A., & Jick, T. D. (1992). The challenge of organizational change: How companies experience and leaders guide it. New York, NY: Free Press.
King, N., & Anderson, N. (1990). Innovation in working groups. In M. A. West & J. L. Fan (Eds.), Innovation and creativity at work (pp. 81–100). Chichester: Wiley.
Kirkman, B. L., & Rosen, B. (1997). A model of work team empowerment. Research in Organizational Change and Development, 10, 131–167.
Kirkman, B. L., & Rosen, B. (1999). Beyond selfmanagement: Antecedents and consequences of team empowerment. Academy of Management Journal, 42, 58–74. CrossRef
Kirkman, B. L., Rosen, B., Tesluk, P. E., & Gibson, C. B. (2004). The impact of team empowerment on virtual team performance: The moderating role of face-to-face interaction. Academy of Management Journal, 47, 175–192. CrossRef
Klein, S. M. (1996). A management communication strategy for change. Journal of Organizational Change Management, 9, 32–46. CrossRef
Klein, K. J., Dansereau, F., & Hall, R. J. (1994). Levels issues in theory development, data collection, and analysis. Academy of Management Review, 19, 195–229.
Klein, K., & Kozlowski, S. W. J. (2000). Multilevel theory, research and methods in organization. San Francisco, CA: Jossey-Bass.
Labianca, G., Gray, B., & Brass, D. J. (2000). A grounded model of organizational schema change during empowerment. Organization Science, 11, 235–257. CrossRef
Latham, G. P., Winters, D. C., & Locke, E. A. (1994). Cognitive and motivational effects of participation: A mediator study. Journal of Organizational Behavior, 15, 49–63. CrossRef
Lawler, E. E., III. (1986). High-involvement management: Participative strategies for improving organizational performance. San Francisco, CA: Jossey-Bass.
Lawler, E. E., III. (1992). The ultimate advantage: Creating the high-involvement organization. San Francisco, CA: Jossey-Bass.
Leach, D. J., Wall, T. D., & Jackson, P. R. (2003). The effect of empowerment on job knowledge: An empirical test involving operators of complex technology. Journal of Occupational and Organizational Psychology, 76, 27–52. CrossRef
Leana, C. R., & Barry, B. (2000). Stability and change as simultaneous experiences in organizational life. Academy of Management Review, 25, 253–259.
Lewin, K. (1947). Group decision and social change. In T. M. Newcomb & E. L. Hartley (Eds.), Readings in social psychology (pp. 330–344). New York, NY: Holt.
Lewis, M. W. (2000). Exploring paradox: Toward a more comprehensive guide. Academy of Management Review, 25, 760–776.
Lewis, B. (2001). Controlling change. Infoworld, 23, 40–40.
Lundberg, C. C. (1990). Towards mapping the communication targets of organisational change. Journal of Organizational Change Management, 3, 6–14.
Luscher, L., & Lewis, M. W. (2008). Organizational change and managerial sensemaking: Working through paradox. Academy of Management Journal, 2, 221–240. CrossRef
Luscher, L., Lewis, M. W., & Ingram, A. (2006). The social construction of organizational change paradoxes. Journal of Organizational Change Management, 19, 491–502. CrossRef
MacKinnon, D. W. (1965). Personality and the realization of creative potential. American Psychologist, 20, 273–281. CrossRef
Maitlis, S. (2005). The social processes of organizational sensemaking. Academy of Management Journal, 48, 21–49. CrossRef
Manz, C. C., & Sims, H. P., Jr. (1993). Business without bosses: How self-managing teams are building high-performance companies. New York, NY: Wiley.
Mathieu, J. E., Gilson, L. L., & Ruddy, T. M. (2006). Empowerment and team effectiveness: An empirical test of an integrated model. Journal of Applied Psychology, 91, 97–108. CrossRef
Maurer, R. (2001). Open-book management. Journal for Quality & Participation, 24, 64–64.
McHugh, M. (1997). The stress factor: Another item for the change management agenda? Journal of Organizational Change Management, 10, 345–362. CrossRef
McKinley, W., & Scherer, A. (2000). Some unanticipated consequences of organizational restructuring. Academy of Management Review, 25, 735–752.
Menon, S. T. (2001). Employee empowerment: An integrative psychological approach. Applied Psychology: An International Review, 50, 153–180. CrossRef
Miles, R. H. (2001). Accelerating corporate transformations by rapidly engaging all employees. Organizational Dynamics, 29, 313–322. CrossRef
Mills, P. K., & Ungson, G. R. (2003). Reassessing the limits of structural empowerment: Organizational constitution and trust as controls. Academy of Management Review, 28, 143–153.
Mohr, L. (1982). Explaining organizational behavior. San Francisco, CA: Jossey-Bass.
Morgan, D. E., & Zeffane, R. (2003). Employee involvement, organizational change and trust in management. International Journal of Human Resource Management, 14, 55–75. CrossRef
Mumford, M. D., & Gustafson, S. B. (1988). Creativity syndrome: Integration, application, and innovation. Psychological Bulletin, 103, 27–43. CrossRef
Neubert, M. J., & Cady, S. H. (2001). Program commitment: A multi-study longitudinal field investigation of its impact and antecedents. Personnel Psychology, 54, 421–449. CrossRef
Oldham, G. R., & Cummings, A. (1996). Employee creativity: Personal and contextual factors at work. Academy of Management Journal, 39, 607–634. CrossRef
Payne, R. (1990). The effectiveness of research teams: A review. In M. A. West & J. L. Farr (Eds.), Innovation and creativity at work (pp. 101–122). Chichester: Wiley.
Poole, P., Gioia, D., & Gray, B. (1989). Influence modes, schema change, and organizational transformation. Journal of Applied Behavioral Science, 25, 271–289. CrossRef
Porac, J. F., Thomas, H., & Baden-Fuller, C. (1989). Competitive groups as cognitive communities: The case of Scottish knitwear manufacturers. Journal of Management Studies, 26, 397–416. CrossRef
Purdy, D. E. (1996). A framework for the appreciation and use of financial management accounting data. In K. Vagneur, C. Wilkinson, & A. J. Berry (Eds.), Beyond constraint: Exploring the management control paradox (pp. 265–283), Management Control Association, London, UK.
Purdy, D. E. (2003). Construing information and influence: A matrix approach. In G. Chiari, & M. L. Nuzzo (Eds.), Psychological constructivism and the social world. EPCA. Milano, Italy.
Putnam, L. (1986). Contradictions and paradoxes in organizations. Organization communication: Emerging perspectives (pp. 151–167). Norwood, NJ: Ablex.
Ring, P. S., & Rands, G. P. (1989). Sensemaking, understanding, and committing: Emergent interpersonal transaction processes in the evolution of 3 M’s microgravity research program. In A. H. Van de Ven, H. L. Angle, & M. S. Poole (Eds.), Research on the management of innovation (pp. 337–366). New York, NY: Harper & Row.
Rousseau, D. M. (1985). Issues of level in organizational research. In B. M. Staw & L. L. Cummings (Eds.), Research in organizational behavior (Vol. 17, pp. 1–37). Greenwich, CT: JAI Press.
Rusaw, C. A. (2000). Uncovering training resistance - A critical theory perspective. Journal of Organizational Change Management, 13, 249–263. CrossRef
Schwochau, S., & Delaney, J. (1997). Employee participation and assessments of support for organizational policy changes. Journal of Labor Research, 18, 379–402. CrossRef
Seibert, S. E., Wang, G., & Courtright, S. (2011). Antecedents and consequences of psychological and team empowerment in organizations: A meta-analytic review. Journal of Applied Psychology, 96, 981–1003. CrossRef
Slappendel, C. (1996). Perspectives on innovation in organizations. Organization Studies, 17, 107–124. CrossRef
Smircich, L., & Morgan, G. (1982). Leadership: The management of meaning. Journal of Applied Behavioral Science, 18, 257–274. CrossRef
Spreitzer, G. M. (1995). Psychological empowerment in the workplace: Dimensions measurement, and validation. Academy of Management Journal, 38, 1442–1465. CrossRef
Spreitzer, G. M. (1996). Social structural characteristics of psychological empowerment. Academy of Management Journal, 39, 483–504. CrossRef
Spreitzer, G. M. (2008). Taking stock: A review of more than twenty years of research on empowerment at work. In J. Barling & C. L. Cooper (Eds.), Handbook of organizational behavior (pp. 54–72). Thousand Oaks, CA: Sage.
Spreitzer, G. M., Noble, D. S., Mishra, A. K., & Cooke, W. N. (1999). Predicting process improvement team performance in an automotive firm: Explicating the roles of trust and empowerment. In E. Mannix & M. Neale (Eds.), Research on managing groups and teams (Vol. 2, pp. 71–92). Greenwich, CT: JAI Press.
Susman, G. (1976). Autonomy at work: A sociotechnical analysis of participative management. New York, NY: Praeger.
Taylor-Bianco, A., & Schermerhorn, J. (2006). Self-regulation, strategic leadership and paradox in organizational change. Journal of Organizational Change Management, 19, 457–470. CrossRef
Tesluk, P. E., Vance, R. J., & Mathieu, J. E. (1999). Examining employee involvement in the context of participative work environments. Group and Organization Management, 24, 271–300. CrossRef
Thomas, K. W., & Velthouse, B. A. (1990). Cognitive elements of empowerment: An “interpretive” model of intrinsic task motivation. Academy of Management Review, 15, 666–681.
Tierney, P. (1999). Work relations as a precursor to a psychological climate for change. Journal of Organizational Change Management, 12, 120–135. CrossRef
Torrance, E. P. (1988). The nature of creativity as manifest in its testing. In R. J. Sternberg (Ed.), The nature of creativity: Contemporary psychological views (pp. 43–75). Cambridge: Cambridge University Press.
Volkema, R. J., Farquhar, K., & Bergmann, T. J. (1996). Thirdparty sensemaking in interpersonal conflicts at work: A theoretical framework. Human Relations, 49(1437), 1454.
Wall, T., & Lisheron, J. A. (1977). Worker participation. London: McGraw-Hill.
Walsh, J., & Fahey, L. (1986). The role of negotiated belief structures in strategy making. Journal of Management, 12, 325–338. CrossRef
Warglien, M., & Masuch, M. (1996). The logic of organizational disorder. New York, NY: de Gruyter. CrossRef
Watson, T. J. (1994). In search of management: Culture, chaos and control in managerial work. London: Routledge.
Watzlawick, P., Weakland, J. H., & Fisch, R. (1974). Change: Principles of problem formation and problem resolution. New York, NY: Norton.
Weick, K. E. (1979). The social psychology of organizing. Reading, MA: Addison-Wesley.
Weick, K. E. (1995). Sensemaking in organizations. Thousand Oaks, CA: Sage.
Westenholz, A. (1993). Paradoxical thinking and change in the frames of reference. Organization Studies, 14, 37–58. CrossRef
Woodman, R. W., Sawyer, J. E., & Griffin, R. W. (1993). Toward a theory of organizational creativity. Academy of Management Review, 18, 293–321.
- Employee Engagement and Organizational Change