Influence of participation in strategic change: resistance, organizational commitment and change goal achievement

By Rune Lines. 2004

420 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/68480f6cec80ccb94ff3a34a39afed90afb454bc

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In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

Change process characteristics and resistance to organisational change: The role of employee perceptions of justice (2015, background): “Overall, many studies have since concluded that participation in change initiatives is associated with more positive views of change and reduced resistance (Erwin and Garman, 2010; Giangreco and Peccei, 2005; Lines, 2004).”
Considering planned change anew:stretching large group interventions strategically, emotionally and meaningfully (2011, background): “Since the 1990s, academic interest in the cognitive and emotional processes of individuals in organizations has increased (e.g., Bernerth, Armenakis, Feild, & Walker, 2007; Lines, 2004; Piderit, 2000).”
Utilizing the Theory of Planned Behavior to Inform Change Management (2008, positive): “…Jones, Jimmieson, & Griffiths, 2005; Wanberg & Banas, 2000), openness and commitment to change (e.g., Chawla & Kelloway, 2004; Herscovitch & Meyer, 2002; Lines, 2004), and change-related cynicism and resistance (e.g., Bommer, Rich, & Rubin, 2005; Lines, 2004; Stanley, Meyer, & Topolnytsky, 2005).”
Opening the black box: Presenting a model for evaluating organizational-level interventions (2013, background): “…forms: it may be informal or delivered through formal changes in roles and responsibilities, directly experienced or indirectly through union representatives, and the breadth and depth of participation and the extent of influence linked to the participatory activities can also vary (Lines, 2004).”
RESISTANCE TO ORGANIZATIONAL CHANGE: LINKING RESEARCH AND PRACTICE (2010, neutral): “Larson and Tompkins (2005) examined consistency in management actions with the goals of an initiative, and Giangreco and Peccei (2005), Lines (2004), Msweli-Mbanga and Potwana (2006) all found benefits in employee participation on attitudes about and resistance to change.”
Personality, context, and resistance to organizational change (2006, background): “The vast majority of empirical studies on resistance (e.g., Armenakis & Harris, 2002; Coch & French, 1948; Goltz & Hietapelto, 2002; Lines, 2004; Rosenblatt, Talmud, & Ruvio, 1999; Trade-Leigh, 2002) have focused on contextual variables that are related to resistance, such as participation or trust ”
A communication model of employee cynicism toward organizational change (2008, background): “…shows that PDM is positively related to positive attitudes toward change, such as openness to change and acceptance of change, but negatively related to negative attitudes toward change, such as anxiety to change and resistance to change (Lines, 2004; Sagie et al., 1996; Wanberg & Banas, 2000;).”
Organizational Culture, Change and Emotions: A Qualitative Study (2009, background): “Exclusion from decision-making has been seen as a significant barrier to organizational change by previous researchers (Kotter and Schlesinger, 1979; Lines, 2004).”
Review Article: How can we make organizational interventions work? Employees and line managers as actively crafting interventions (2013, background): “Studying the amount of participation, Lines (2004) found that participation was negatively related to resistance to change, and positively related to achievement of goals and organizational commitment.”
The production of trust during organizational change (2005, background): “It seems that this kind of communication is particularly demanded after autocratic decision processes where change recipients have had little involvement in the early phases of the change process (Lines, 2004).”