Skip to main content
Disciplines
Automotive Business IT + Informatics Construction + Real Estate Electrical Engineering + Electronics Energy + Sustainability Insurance + Risk Finance + Banking Management + Leadership Marketing + Sales Mechanical Engineering + Materials
Events
DE
EN
Books
Journals
Topic Page
Marketing
Start single access now
Access for companies
EXTENDED SEARCH
Log in
Top
Published in:
Introduction Read chapter Read first chapter

2015 | OriginalPaper | Chapter

4. Organizational Arrangements for Participation Leading Towards Employee Engagement

Author : Stavros Georgiades

Published in: Employee Engagement in Media Management

Publisher: Springer International Publishing

Log in

Activate our intelligent search to find suitable subject content or patents.

search-config
loading …

Abstract

Despite Lewin’s (1943) pronouncement about the practicality of a good theory, if managers and academics think about employee engagement differently, even if an underlying theory is correct, then managers might not use it. To see how wide the gap might be, the author presents the results of a single case study designed to increase our understanding of how at least some managers think about the way organizational arrangements for participation can lead towards employee engagement. This lacuna is noteworthy given an apparent consensus about the value of employee engagement to achieve employee sensemaking and successfully introduce change.

Dont have a licence yet? Then find out more about our products and how to get one now:

Springer Professional "Wirtschaft+Technik"

Online-Abonnement

Mit Springer Professional "Wirtschaft+Technik" erhalten Sie Zugriff auf:

  • über 102.000 Bücher
  • über 537 Zeitschriften

aus folgenden Fachgebieten:

  • Automobil + Motoren
  • Bauwesen + Immobilien
  • Business IT + Informatik
  • Elektrotechnik + Elektronik
  • Energie + Nachhaltigkeit
  • Finance + Banking
  • Management + Führung
  • Marketing + Vertrieb
  • Maschinenbau + Werkstoffe
  • Versicherung + Risiko

Jetzt Wissensvorsprung sichern!

inform now

Springer Professional "Wirtschaft"

Online-Abonnement

Mit Springer Professional "Wirtschaft" erhalten Sie Zugriff auf:

  • über 67.000 Bücher
  • über 340 Zeitschriften

aus folgenden Fachgebieten:

  • Bauwesen + Immobilien
  • Business IT + Informatik
  • Finance + Banking
  • Management + Führung
  • Marketing + Vertrieb
  • Versicherung + Risiko




Jetzt Wissensvorsprung sichern!

inform now
previous chapter Communication Process to Achieve Employee Engagement
next chapter Employee Engagement Implementation Leading Towards Employee Creativity
Appendix
Available only for authorised users
Literature
Alper, S., Tjosvold, D., & Law, K. S. (2000). Conflict management, efficacy, and performance in organizational teams. Personnel Psychology, 53, 625–642.CrossRef
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
Balogun, J., & Johnson, G. (2004). Organizational restructuring and middle manager sensemaking. Academy of Management Journal, 47, 523–549.CrossRef
Bandura, A. (1986). Social foundations of thought and action: A social cognitive view. Englewood Cliffs, NJ: Prentice-Hall.
Black, S., & Margulies, N. (1989). An ideological perspective on participation: A case for integration. Journal of Organizational Change Management, 2, 13–35.CrossRef
Block, P. (1987). The empowered manager. San Francisco, CA: Jossey-Bass.
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.
Coch, L., & French, J. R. P., Jr. (1948). Overcoming resistance to change. Human Relations, 1, 512–532.CrossRef
Conger, J. A. (1986). Empowering leadership. Montreal: McGill University.
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
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 best paper proceedings (pp. 264–269).
Detert, R. J., & Burris, R. E. (2007). Leadership behavior and employee voice: Is the door really open? Academy of Management Journal, 50, 869–884.CrossRef
Edwards, P., & Collinson, M. (2012). Empowerment and managerial labor strategies: Pragmatism regained. Work and Occupations, 29, 272–299.CrossRef
Eisenhardt, K. M. (1989). Building theory from case study research. Academy of Management Review, 14, 532–550.
Gersick, C. (1988). Time and transition in work teams: Toward a new model of group development. Academy of Management Journal, 31, 9–41.CrossRef
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
Hales, C. (2000). Management and empowerment programmes. Work, Employment and Society, 14, 501–519.CrossRef
Harris, S., & Sutton, R. (1986). Functions of parting ceremonies in dying organizations. Academy of Management Journal, 29, 5–30.CrossRef
Holman, P. (2000). Culture change. Executive Excellence, 17, 16–16.
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
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.
Ketokivi, M., & Castaner, X. (2004). Strategic planning as an integrating device. Administrative Science Quarterly, 49, 337–365.
Klein, S. M. (1996). A management communication strategy for change. Journal of Organizational Change Management, 9, 32–46.CrossRef
Lewin, K. (1943). Psychology and the process of group living. Journal of Social Psychology, 17, 113–131.CrossRef
Lewis, K. L., Schmisseur, M. A., Stephens, K. K., & Weir, K. E. (2006). Advice on communicating during organizational change. Journal of Business Communication, 43, 113–137.CrossRef
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
Maitlis, S. (2005). The social processes of organizational sensemaking. Academy of Management Journal, 48, 21–49.CrossRef
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
Maynard, M. T., Mathieu, J. E., Gilson, L. L., O’Boyle, E. H., Jr., & Cigularov, K. P. (2012). Drivers and outcomes of team psychological empowerment: A meta-analytic review and model test. Organizational Psychology Review, 3, 101–137.CrossRef
McHugh, M. (1997). The stress factor: Another item for the change management agenda. Journal of Organizational Change Management, 10, 345–362.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.
Morgan, D. E., & Zeffane, R. (2003). Employee involvement, organizational change and trust in management. International Journal of Human Resource Management, 14, 55–75.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
Nord, W. R., Rosenblatt, Z., & Rogers, K. (1993). Toward a political framework for flexible management of decline. Organization Science, 4, 76–91.CrossRef
Rusaw, C. A. (2000). Uncovering training resistance: A critical theory perspective. Journal of Organizational Change Management, 13, 249–263.CrossRef
Schweiger, D. M., & DeNisi, A. S. (1991). Communication with employees following a merger: A longitudinal field experiment. Academy of Management Journal, 34, 110–135.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
Slater, P. E., & Bennis, W. G. (1964). Democracy is inevitable. Harvard Business Review, 42, 51–59.
Styhre, A. (2001). Kaizen, ethics, and care of the operations: Management after empowerment. Journal of Management Studies, 38, 795–810.CrossRef
Tangirala, S., & Ramanujam, R. (2008). Exploring nonlinearity in employee voice: The effect of personal control and organizational identification. Academy of Management Journal, 51, 1189–1203.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
Tierney, P. (1999). Work relations as a precursor to a psychological climate for change. Journal of Organizational Change Management, 12, 120–135.CrossRef
Vroom, V. H. (1973). A new look at managerial decision making. Organizational Dynamics, 1, 66–80.CrossRef
Yin, R. (2013). Case study research: Design and methods (5th ed.). Thousand Oaks, CA: Sage.
Zhang, X., & Bartol, M. K. (2010). Linking empowering leadership and employee creativity: The influence of psychological empowerment, intrinsic motivation and creative process engagement. Academy of Management Journal, 53, 107–128.CrossRef
Metadata
Title
Organizational Arrangements for Participation Leading Towards Employee Engagement
Author
Stavros Georgiades
Copyright Year
2015
Book
Employee Engagement in Media Management

Print ISBN: 978-3-319-16216-4

Electronic ISBN: 978-3-319-16217-1

Copyright Year: 2015

DOI
https://doi.org/10.1007/978-3-319-16217-1_4