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dc.contributor.authorArnestad, Mads Nordmo
dc.contributor.authorSelart, Marcus
dc.contributor.authorLines, Rune
dc.date.accessioned2020-02-05T09:03:25Z
dc.date.available2020-02-05T09:03:25Z
dc.date.created2019-06-19T10:14:20Z
dc.date.issued2019
dc.identifier.citationJournal of Organizational Change Management. 2019, 32 (4), 397-408.nb_NO
dc.identifier.issn0953-4814
dc.identifier.urihttp://hdl.handle.net/11250/2639706
dc.description.abstractPurpose This paper details an experimental study (n=197) that explores how different types of managerial change justifications affect employees’ reactions. The purpose of this paper is to explore the impact of managerial justification of a controversial decision in referential terms, ideological terms or a combination of the two. Design/methodology/approach A randomized controlled experiment was used applying case-based video clips to ensure vividness and realism in the experimental manipulation. Findings The results show that referential justification caused a drop in the perceived trustworthiness of management, such that it reduced employees’ perceptions of the manager’s integrity. The effect was most pronounced in participants having elevated levels of dispositional resistance to change. The drop in perceived integrity was indirectly associated with reduced intention to support the change together with adverse affective and cognitive reactions to change. Originality/value A robust test of different change justifications in a randomized, controlled setting, which also highlights the psychological mechanisms through which referential change justifications reduce follower trust. This result should help managers more readily understand the components of successful communication in organizational change.nb_NO
dc.language.isoengnb_NO
dc.publisherEmeraldnb_NO
dc.subjectEndringsledelsenb_NO
dc.subjectChange managementnb_NO
dc.subjectArbeidslivskommunikasjonnb_NO
dc.subjectWorking life discoursenb_NO
dc.subjectOrganisasjonspsykologinb_NO
dc.subjectPsychology of Organizationsnb_NO
dc.titleThe causal effects of referential vs ideological justification of changenb_NO
dc.typeJournal articlenb_NO
dc.typePeer reviewednb_NO
dc.description.versionacceptedVersionnb_NO
dc.rights.holderCopyright policy of Emerald Publishing Group, the publisher of this journal: As soon as we've published an article, the version of the article that has been accepted for publication, the Author Accepted Manuscript (AAM) can be used for a variety of non-commercial scholarly purposes, subject to full attribution. An author may deposit and use their AAM (aka post-print)nb_NO
dc.subject.nsiVDP::Organisasjonspsykologi: 268nb_NO
dc.subject.nsiVDP::Organisational psychology: 268nb_NO
dc.source.pagenumber397-408nb_NO
dc.source.volume32nb_NO
dc.source.journalJournal of Organizational Change Managementnb_NO
dc.source.issue4nb_NO
dc.identifier.doi10.1108/JOCM-11-2018-0323
dc.identifier.cristin1705973
cristin.unitcode158,4,0,0
cristin.unitnameInstitutt for ledelse og organisasjon
cristin.ispublishedtrue
cristin.fulltextpostprint
cristin.qualitycode1


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