Prozesskostenrechnung im Dienstleistungsunternehmen (German Edition)

Zollinger, Walter

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As a next step, change agents are advised to craft a vision that specifies both goals and a future direction of the company. Involving employees already at this time in the change process is of utmost importance.

Thus, participation as a third strategy will be covered subsequently. Both forms and consequences of employee involvement are provided. Offering support and further strategies as means to use several points in time during change, are discussed in the last part of this work. A short conclusion will finally sum up the most important findings and insights and will provide an outlook for further research.

Contributions to Conferences (reviewed)

Antecedents, conceptualized as reasons for reactions, involve variables that predict either change recipients explicit reactions, or the indirect, and often longer-term consequences of change. Explicit reactions pertain directly to how change recipients feel affect , what they think cognition , or what they intend to do behavior in response to the change. For instance, change recipients are concerned with the success of strategies and possible consequences such as losing their job in case of a strategy failure. Employees may also have positive affective reactions to organizational change.

They expressed not only faith in themselves but also in the organization and seemed convinced that the organization could improve its market condition. Mossholder, Settoon, Armenakis and Harris argued that as soon as employees appear emotionally ready for change, organizations should time their transformation efforts in order to capitalize on the positive emotional state of employees. Cognitive reactions include what employees believe is about the change and how they evaluate it.

Some organizational members are open to change and see it as an opportunity to grow and learn. These people redefine transition-related stressors as challenges or opportunities rather than as problems or threats. A third set of studies focused on behavioral reactions to change conceptualized either as explicit behaviors or reported intentions of behavior Oreg et al.

Firstly, appraisal-focused coping includes the aforementioned concepts cognitive avoidance and cognitive redefinition: Individuals attempt to redefine the meaning of a situation. Secondly, problem-focused coping strategies are directed towards the management of a problem Amiot et al. For instance, employees develop new skills or seek information to address the problem directly. Finally, within emotion-focused coping, employees manage the emotions aroused by the stressor.

Amongst others, Bovey and Hede studied behavioral intentions to resist or support a change which will be the focus of the following chapter.

The implementation of a change in an organization often elicits negative responses Oreg, et al. It is a natural and normal response because change involves going from the known to the unknown Coghlan, As it is a natural part of the change process, resistance is to be expected.

Furthermore, it is an essential element for understanding any change process. Dent and Goldberg focused their research on the term resistance to change and stated that there is a widely understood meaning. The affective component includes for instance anger and anxiety towards an organizational change.

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