Towards a Process Model of Individual Change in Organizations

By Jennifer M. George, Gareth R. Jones. 2001

436 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/294c84450f03c263f4a71022298cca7c4fcc74b4

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In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Individual Readiness for Organizational Change and Its Implications for Human Resource and Organization Development (2011, background): “According to the researchers, organizations only change and act through their members, and successful change will persist over the long term only when individuals alter their on-the-job behaviors in appropriate ways (George & Jones, 2001; Porras & Robertson, 1992).”
Employee perceptions of organizational change: impact of hierarchical level (2008, background): “Critics of resistance studies have argued that researchers need to address employees’ subjective experiences of change in order to understand what resistance to change actually entails (Nord and Jermier, 1994; Oreg, 2006), particularly when theoretical models of resistance underscore the fact that i”
Multilevel Readiness to Organizational Change: A Conceptual Approach (2013, background): “…change is a critical success factor because ‘organizations only change and act through their members and even the most collective activities that take place in organizations are the result of some amalgamation of the activities of individual organizational members’ (George & Jones, 2001, p. 420).”
Toward a Theory of Change Readiness (2008, background): “Researchers have identified several components of the change readiness process: • the stages of change (Lewin’s [1958] theory of change and Prochaska et al.’s [1997] transtheoretical model of change), • cognitive schemas or attitudes toward change (Fiske & Taylor, 1984; Isabella, 1990; Lau & Woodman”
The Influence of Transformational Leadership and Leader Attitudes on Subordinate Attitudes and Implementation Success (2019, background): “…on implementation suggests that employees’ attitudes are a key component to successful implementation (Aarons, 2006; Balogun & Johnson, 2004; George & Jones, 2001; Gotham, 2004; Oreg & Berson, 2011; Rogers, 1995) and this article supports previous findings that leadership is an important…”
Change Readiness (2013, background): “…context, theorizing acknowledges this, suggesting that organizational change involves “an individual and group sensemaking process taking place in a social context that is a product of constant and ongoing human production and interaction in organizational settings” (George & Jones, 2001: 421).”
Minds, Hearts and Deeds: Cognitive, Affective and Behavioural Responses to Change (2006, background): “Changes of greater complexity are likely to generate more negative and more intense emotions (Kiefer, 2004) and more resistance (George and Jones, 2001), and therefore require more careful and sustained management.”
Sensemaking in Crisis and Change: Inspiration and Insights from Weick (1988) (2010, background): “…this can be found in the change literature, where research has shown that employees draw on their felt emotions in interpreting a change programme (George and Jones, 2001), and may interpret negative feelings as a sign that an organizational change is detrimental to their well-being (Bartunek et…”
Negative Emotional Reactions to Project Failure and the Self‐Compassion to Learn from the Experience (2009, background): “Furthermore, these negative emotions can impact attitudes and behaviours (George and Jones, 2001; Weiss and Cropanzano, 1996) that decrease trust and commitment towards the organization, increase turnover intentions and work slowdowns (e.g. Kiefer, 2005; Patterson and Cary, 2002; Schweiger and De…”
Personality, context, and resistance to organizational change (2006, background): “Other critics of resistance studies, as these are conducted today, argue that much is lost in the attempt to understand resistance due to a unifaceted view of the phenomenon (e.g., George & Jones, 2001; Piderit, 2000).”
AN EXAMINATION OF THE ANTECEDENTS OF READINESS FOR FINE-TUNING AND CORPORATE TRANSFORMATION CHANGES (2005, background): “Scherer, 2000), and researchers have found that changes of this type are often associated with significant, negative consequences for individuals in terms of their attitudes and well-being (e.g., Ashford, 1988; Buono & Bowditch, 1989; George & Jones, 2001; Pollard, 2001).”