Organizational change management is highly dependent on leaders. However, more research needed how leaders react and interact with employees throughout organizational change, especially in the public sector. Current commonly employs generalized beliefs, such as leadership behaviors, which frequently contradict each other, to explain communication during transition. Therefore, this study aims ex...

This article explores how different types of managers respond to large-scale organizational change and what factors underpin differences in management attitudes and reactions. Through qualitative analysis of the introduction of enterprise resource planning (ERP) systems in two case study organizations, the authors argue that variations in managerial responses to organizational change relate to ...

organizational culture has a significant influence on the success of organizations. culture determines the kinds of responses that the organization makes to required changes and will make to new problems. it can help predict how well the organization will deal with change. one of these changes is a knowledge management project. knowledge is viewed as a driver in the definition and development o...

Cognizant of the fact that enterprise systems involve organizational change and their implementation is over shadowed by a high failure rate, it is argued that there is the need to focus attention on employees’ perceptions of such organizational change when explaining adoption behavior of enterprise systems. For this purpose, the research incorporates a conceptual constructo fattitude toward ch...

Purpose – The purpose of this paper was to examine the interaction effects of managers’ perceptions of the supporting vision clarity, appropriateness, and execution of a major organizational change on their job satisfaction, organizational commitment, turnover intentions, and role ambiguity. Design/methodology/approach – Data were collected from upper and middle-level managers of a Fortune 500 ...

Organizational change has become commonplace among U.S. hospitals. Empirical investigations of the consequences of organizational change, however, are relatively scarce, and findings of existing studies are inconsistent. In this article, the authors review the rationale and performance implications of hospital organizational change in three areas: (1) the development of new multi-institutional ...

In this paper, we integrate findings from three field studies of technology intensive organizations to explore the process through which change occurred. In each case, problems were well recognized but had become entrenched and had failed to generate change. Across the three sites, organizational change occurred only after some event altered the accustomed daily rhythms of work, and thus change...