A Cognitive Organization Theory (COT) of organizational change: measuring organizational texture, audience appeal, and leadership engagement (original) (raw)
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A cognitive organization theory (COT) of organizational change
Journal of Organizational Change Management, 2017
Purpose In this paper, the authors develop a cognitive organization theory (COT) of organizational change. COT was developed in the 2000s, by taking insights from cognitive psychology and anthropology to rebuild the foundation of organizational ecology (OE), grounding macro processes of organizational legitimation, inertia and mortality in micro processes of appeal and engagement. COT also explored the micro-level process of organizational change, arguing that four features (i.e. asperity, intricacy, opacity, and viscosity) of an organization's texture impact the appeal of organizational change. However, to data, empirical studies of a COT of organizational change are absent. An important reason is that many of the new COT constructs are not linked to empirical measures. The purpose of this paper is to develop reliable and valid survey measures of COT's key constructs. Design/methodology/approach The authors follow a three-step procedure to develop reliable and valid survey ...
A theoretical framework of organizational change
Journal of Organizational Change Management, 2013
Purpose-Organizational change is a risky endeavour. Most change initiatives fall short on their goals and produce high opportunity and process costs, which at times outweigh the content benefits of organizational change. This paper seeks to develop a framework, offering a theoretical toolbox to analyze context-dependent barriers and enablers of organizational change. Starting from an organizational identity perspective, it aims to link contingency-based approaches, such as environmental scan, SWOT and stakeholder analysis, with insights from organizational behaviour research, such as knowledge sharing and leadership. Design/methodology/approach-The framework is informed by long-lasting field research into organizational change in an international policing environment. The theories in the framework are selected from the perspective of field validity in two ways; they were chosen because the topics covered by these theories emerged as relevant during the field research and therefore it can be expected they have applicability to the field. The authors' insights and suggestions are summarised in 13 propositions throughout the text. Findings-The analysis provides a clear warning that organizational change is more risky and multifaceted than change initiators typically assume. It is stressed that the external environment and the internal dynamics of organizations co-determine the meaning of managerial practices. This implies that cure-all recipes to organizational change are bound to fail. Originality/value-This paper makes an ambitious attempt to cross disciplinary boundaries in the field of organizational change research to contribute to a more comprehensive and holistic understanding of change processes by integrating perspectives that focus on the internal context and the external environment of organizations.
Purpose -The purpose of this paper is to explore, how organization theoretically diverse research on OCR is actually grounded, since insights into the organization theoretical foundations of OCR are completely lacking. Design/methodology/approach -A selection of 85 articles on organizational change was made, published in top tier journals in 2010. The authors conducted a reference analysis based on 18 prominent organization theories and their main contributing authors. Findings -The findings show firstly a very strong theoretical selectivity, focusing on cognitive, learning, and neo-institutional theories. Other theories are almost fully neglected. Secondly, this analysis suggests that current OCR struggles hard with transforming the cognitive frames of topical OT into fruitful accesses to the own object. The resulting theory application appears as a dissatisfying escape strategy, performed to cover theoretical antagonisms and to avoid a deeper confrontation with the underlying assumptions of OCR.
Organizational Change and Leadership
They say that our security can only be found in our ability to adapt and he who rejects change is the designs his nemesis. Corporate culture has undergone radical change, and the need to align business models with these changes has proved a challenge if the right channels of implementation are not used. In the contemporary business environment, challenges have had a new twist due to technological advancements, globalization as well as competition. In such a world, it is not the biggest and most endowed who are capable of thriving but those who will strongly embrace transformation. It is, however, important to remember that people are the stakeholders of change and without the right perceptions, organizational change cannot be effective. Leaders have emerged as vital tools of organizational change implementation. The organizational change stems from leadership which involves the ability of an individual to influence other to follow them. Leaders are diverse, and each of them follows their style and strategy to implement change in an organization. According to Rosén (2014), styles and strategies may vary especially due to the contemporary challenges of the ever-evolving business world. Leaders using the right strategies have managed to fight of organizational resistance to change by convincing people that change is healthy and will guide them to the right direction which will ensure sustainability in the modern business setting. In a bid to stay relevant in the challenging world, leaders have been perceived as important drivers of transformation success (Appelbaum, Pierre & Glavas, 2008). This essay makes an analysis of the role of leadership in organizational change as well as the various leadership styles and strategies that leaders can adopt to overcome the problem of resistance to change.
Navigating Organizational Change
Encyclopedia of Strategic Leadership and Management
Organizational change is a critical process for the survival of any organization in the 21st century. Resistance to change, oftentimes presented by stakeholders within an organization, is a major impediment to the process and can lead to chaos. While being a driver of change, chaos complicates and often impedes transformation. Thus, while chaos necessitates highly dynamic change, resistance stands in the way of mobility. The goal of thriving through chaos and change poses challenges to leaders, managers, and an organization's many stakeholders, while also providing opportunities for learning and growth within the organization. Hence, a sophisticated approach aimed at eliminating, weakening, adapting or transforming different aspects of resistance serves the organization and its stakeholders with the benefits of acceptance, learning and growth. This chapter discusses factors that spark resistance to organizational change and presents opportunities to generate collective acceptanc...
ORGANIZATIONAL RESISTANCE AND RECEPTIVITY
Uluslararası Sosyal Araştırmalar Dergisi The Journal of International Social Research, 2017
Organizational change has become a regular part of organizational functioning. Despite the popularity of planned change efforts, the failure rates of implementation are as high as 70 percent. Operationally, this failure rate is of great concern due to the substantial loss of time, morale, financial resources, and damage to an organization's ultimate survival. While these efforts are affected by many different factors, resistance to change is thought to play a very critical role.The central purpose of this study is to examine the reaction of police officers in terms of resistance and receptivity after the implementationof a popular planned organizational change model known as Compstat, which has been implemented by numerous police organizations in the United States over the last decade. Data were collected in this case study through in-depth interviews and observation of the Compstat meetings, and analyzed using grounded theory. The study revealed that resistance was the dominant reaction in the early phases of this model. The reasons for resistance included uncertainty about new processes and procedures, fear of departing from habit and routine, loss of power and status, increased workloads and demands, tough tone of the Compstat meetings, and the way the change was introduced by the police chief. The degree of resistance to the Compstat model decreased overtime and accepted by the officers in the NPD in the following years. The main reasons for the acceptance was the change in the tone and form of the meetings, retirement and/or replacement of active resisters, new officers with different values, perceived success of the model and learning the expectations of the upper echelon over these years. In terms of suggestions, first, the concepts of resistance to change and resistance to the consequences of change need to be differentiated. In this line of thought, different policies and practices should be put into practice based on different considerations of each group. Secondly, involvement to the change process increase the level of understanding and information regarding what was expected and why and thus increases receptivity of the change models. Finally, a leadership style that coaches officers in the adoption of the new procedures and practices increases the level of change acceptance and other positive outcomes.