First steps: linking change communication to change receptivity
Abstract
Purpose
Change receptivity is recognised as an important factor in successfully implementing organizational change strategies. The purpose of this paper is to examine the process of change in the initial stages of a change agenda within a public sector organization and analyze the communication of change. It traces the resultant receptivity to organizational change. The paper investigates whether organizational change communication is a crucial element in employees' receptivity to change.
Design/methodology/approach
A case study design is employed and the multiple methods employed include surveys, focus groups, archival data and participant observation.
Findings
The findings indicate that the initial change communication is problematic. The employees respond to a lack of instrumental change communication with a constructivist communication approach in order to manage the implications of continuous change.
Research limitations/implications
This research provides an overview of the first 100 days of change in a public sector organization only, and so the limitations of single case studies apply. However, the close investigation of this phase provides further research directions to be addressed.
Practical implications
The findings suggest managers need to align employees' expectations of the change communication with understanding of the change goal.
Originality/value
The primary value of the paper is in using a communicative lens to study the change process.
Keywords
Citation
Frahm, J. and Brown, K. (2007), "First steps: linking change communication to change receptivity", Journal of Organizational Change Management, Vol. 20 No. 3, pp. 370-387. https://doi.org/10.1108/09534810710740191
Publisher
:Emerald Group Publishing Limited
Copyright © 2007, Emerald Group Publishing Limited