A Grounded Model of Organizational Schema Change During Empowerment

By Giuseppe Labianca, Barbara Gray, Daniel J. Brass. 2000

354 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/8d82d0543ad903731efc59bcd027fa1d70b46729

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In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Seeking Qualitative Rigor in Inductive Research (2013, background): “…Chittipeddi 1994 Organization Science Harrison and Corley 2011 Organization Science Kjærgaard, Morsing, and Ravasi 2011 Journal of Management Studies Labianca, Gray, and Brass 2000 Organization Science Maguire and Phillips 2008 Journal of Management Studies Maitlis 2005 Academy of Management…”
The impact of participative leadership behavior on psychological empowerment and organizational commitment in Chinese state-owned enterprises: the moderating role of organizational tenure (2006, background): “Some qualitative studies have suggested that employees’ feelings of empowerment can be shaped by their past experiences (Foster-Fishman, Salem, Chibnall, Legler, & Yapchai, 1998; Labianca et al., 2000).”
Haunted by the Past: Effects of Poor Change Management History on Employee Attitudes and Turnover (2007, background): “Moreover, leaders would be required to consistently model effective change management practices (Labianca et al., 2000).”
The Cognitive Perspective in Strategy: An Integrative Review (2011, background): “Labianca, Gray, and Brass (2000), through content analysis of interview data, examined the cognitive barriers to empowerment.”
Implicit Leadership and Followership Theories “in the wild”: Taking stock of information-processing approaches to leadership and followership in organizational settings (2013, background): “Schema change can occur through a dialectic process of conflict between old and new schemas after experiences or disconfirming information that make people question the validity or utility of existing schemas (Labianca et al., 2000; Poole, Gioia, & Gray, 1989).”
Sensemaking in Organizations: Taking Stock and Moving Forward (2014, methodology): “…schema, schemata, interpretive schemes, mental maps, or representations—on which individuals draw to make sense of situations (Bingham & Kahl, 2013; Fiss & Zajac, 2006; Harris, 1994; Hill & Levenhagen, 1995; Kaplan, 2008; Kiesler & Sproull, 1982; Labianca et al., 2000; Starbuck & Milliken, 1988).”
A communication model of employee cynicism toward organizational change (2008, background): “For example, Larson and Tompkins (2005) found that employee resistance could be supported, indirectly, by managers when managers showed identification with the traditional value premises of the company.”
Distributive justice, procedural justice, exemplarity, and employees’ willingness to cooperate in M&A integration processes : An analysis of the Air France-KLM merger (2011, background): “In order to cope with uncertainty and decide upon cooperation, employees develop alternative cognitive strategies (Labianca et al., 2000), i.e., transitional heuristics (Kahneman et al., 1982; Van den Bos, 2003).”
Sensemaking in Crisis and Change: Inspiration and Insights from Weick (1988) (2010, background): “Indeed, the degree to which meanings can be fully shared or need to be shared to enable collective action is much debated (Balogun and Johnson, 2004; Labianca et al., 2000; Maitlis, 2005; Martin, 2002; Rerup and Feldman, forthcoming; Weick et al., 2005), with some scholars even arguing that the…”
The Thin Line Between Empowering and Laissez-Faire Leadership: An Expectancy-Match Perspective (2018, background): “Specifically, when empowering leader behaviors and follower expectations are matched at a similarly high level, followers are likely to accept the delegated autonomy and decision-making responsibilities as a part of their jobs (Labianca et al., 2000).”