The power of emotional appeals in promoting organizational change programs

By Shaul Fox, Yair Amichai-Hamburger. 2001

137 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/4c5ebfb4126bf741d57830e206163840589aea09

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Citations in the corpus

Organizational Culture, Change and Emotions: A Qualitative Study (2009, background): “Emotional labour can be required to lead and implement change since those entrusted with these tasks need to inject the appropriate type of emotion into selling the change (Fox and Amichai-Hamburger, 2001).”
e-Leadership through strategic alignment: an empirical study of small- and medium-sized enterprises in the digital age (2016, background): “The visibility of leadership throughout the entire process of implementing enterprise systems is also important to publicly demonstrate leaders’ determination, vision and appreciation via a steady execution of concrete action and communication (Fox and Amichai-Hamburger, 2001).”
Emotions in strategic organization: Opportunities for impactful research (2012, background): “…identity (Corley and Gioia, 2004), mergers and acquisitions (Kusstatscher and Cooper, 2005), strategic alliances or joint ventures, and downsizing (Fox and Amichai-Hamburger, 2001; Noer, 1993) are all examples of events that can cause large groups of individuals to experience similar emotions, or…”
Leading from Within: The Effects of Emotion Recognition and Personality on Transformational Leadership Behavior (2005, background): “Similarly, Fox and Amichai-Hamburger (2001) argued that persuasion of employees to support organizational change is most successful through affective rather than cognitive appeals.”
Change Readiness (2013, background): “Fox and Amichai-Hamburger (2001) argue that, while leaders of change seem to perceive employees’ emotional reactions to change as one of the burdens that leaders must endure, emotions are in fact a potential tool for securing the willingness and commitment of employees in change processes.”
Employee Perspectives on Implementation Communication as Predictors of Perceptions of Success and Resistance (2006, background): “As Fox and Amichai-Hamburger (2002) describe the implementation literature, ‘‘Managers are encouraged to talk about the change as openly as possible, as early as possible, and as much as they can in order to minimize or eliminate resistance’’ (p. 86). cific channels for communicating,…”
Changing attitudes about change: longitudinal effects of transformational leader behavior on employee cynicism about organizational change (2005, background): “Second, recent theory regarding change suggests that affective influence tactics may be more successful than cognitive tactics (Fox & Amichai-Hamburger, 2001).”
Cognitive beliefs and positive emotions about change: Relationships with employee change readiness and change-supportive behaviors (2018, background): “For example, Fox and Amichai-Hamburger (2001) suggest that when seeking to influence individuals’ emotional responses, leaders should consider using pictures, colors, music and atmosphere.”