Wybrane współczesne koncepcje zarządzania zmianami organizacyjnymi w perspektywie społecznej

• Authors: Grzesiuk Kalina

Title variants

EN

Social aspects of managing organizational change in 21st century companies

• Languages of publication: PL

Abstracts

PL

Artykuł dotyczy problematyki zarządzania zmianami organizacyjnymi postrzeganego w perspektywie społecznej. Na podstawie przeglądu literatury przedstawiono tradycyjne perspektywy postrzegania tego zjawiska oraz wskazano powody, dla których dotychczasowe modele są nieadekwatne do sytuacji, w jakiej funkcjonują przedsiębiorstwa w XXI w. Zaprezentowano również wybrane współczesne obszary rozważań dotyczących społecznych aspektów wdrażania zmian, w tym postrzeganie zjawiska oporu, przewidywanego wpływu emocji na zachowania pracowników oraz koncepcji pozytywnego potencjału organizacji. W podsumowaniu zaprezentowano ogólne wskazówki dla przedsiębiorstw dotyczące tego, na jakie aspekty zarządzania zmianami należy w obecnych czasach zwracać szczególną uwagę kierownictwa.

EN

This article concerns the subject of contemporary concepts of HR management during organizational changes. It contains the synthesis of traditional perspectives on this phenomenon’s perception and reasons why previous models are inadequate for the situation that 21st century companies must face. This article also presents contemporary areas of research concerning social aspects of change implementation, including perceptions of resistance to change, anticipated influence of emotions on employees’ behaviors and the concept of Positive Organizational Behavior. In conclusion, the article shows guidelines for companies concerning these aspects of change management that require management’s special attention.

Keywords

PL

Opór wobec zmian; Pozytywny potencjał organizacji; Zarządzanie zmianami; Zmiana organizacyjna

EN

Change management; Organizational change; Positive Organizational Behavior; Resistance to change

• Publisher: Uniwersytet Ekonomiczny w Katowicach
• Journal: Studia Ekonomiczne
• Year: 2017
• Volume: 338
• Pages: 24-37

Contributors

author

Grzesiuk Kalina

• Katolicki Uniwersytet Lubelski Jana Pawła II. Wydział Nauk Społecznych. Katedra Zarządzania

References

• Armenakis A.A., Harris S.G. (2009), Reflections: Our Journey in Organizational Change Research and Practice, “Journal of Change Management”, Vol. 9, s. 127-142.
• Avey J.B., Wernsing T.S., Luthans F. (2008), Can Positive Employees Help Positive Organizational Change? Impact of Psychological Capital and Emotions on Relevant Attitudes and Behaviors, “The Journal of Applied Behavioral Science”, Vol. 44, s. 48-70.
• Badham R., Garrety K. (2003), Living in the Blender of Change: The Carnival of Control in a Culture of Culture, “Journal of Critical Postmodern Organization Science”, Vol. 2, s. 22-38.
• Bakari H., Hunjra I.A., Niazi G.S.K. (2017), How Does Authentic Leadership Influence Planned Organizational Change? The Role of Employees’ Perceptions: Integration of Theory of Planned Behavior and Lewin's Three Step Model, “Journal of Change Management”, Vol. 17, s. 155-187.
• Bolman L.G., Deal T.E. (2008), Reframing Organizations, Jossey-Bass Publishers, San Francisco.
• Bovey W.H., Hede A. (2001), Resistance to Organizational Change: The Role of Cognitive and Affective Processes, “Leadership & Organization Development Journal”, Vol. 22, s. 372-382.
• Bringselius L. (2014), Employee Objections to Organizational Change: A Framework for Addressing Management Responses, “Organizational Development Journal”, Vol. 1, s. 41-54.
• Brown S., Eisenhardt K.M. (1998), Competing on the Edge. Strategy as a Structured Chaos, Harvard Business School Press, Boston.
• Buchanan D., Dawson P. (2007), Discourse and Audience: Organizational Change as Multi-Story Process, “Journal of Management Studies”, Vol. 44, s. 669-686.
• Collins D. (2003), Guest Editors’ Introduction: Re-Imagining Change, “Journal of Critical Postmodern Organization Science”, Vol. 2, s. iv-xi.
• DiMaggio P., Powell W. (1983), The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality an Organizational Fields, “American Sociological Review”, Vol. 48, s. 147-160.
• Donaldson S.I., Ko I. (2010), Positive Organizational Psychology, Behavior, and Scholarship: A Review of the Emerging Literature and Evidence Base, “The Journal of Positive Psychology”, Vol. 5, s. 177-191.
• Ford R. (2008), Complex Adaptive Systems and Improvisation Theory: Toward Framing a Model to Enable Continuous Change, “Journal of Change Management”, Vol. 8, s. 173-198.
• Ford J.D., Ford L.W. (2009), Decoding Resistance to Change Resistance Is a Resource, “Harvard Business Review”, Vol. 87, s. 99-103.
• Ford J.D., Ford L.W. (2010), Stop Blaming Resistance to Change and Start Using It, “Organizational Dynamics”, Vol. 39, s. 24-36.
• Gersick C.J.G. (1991), Revolutionary Change Theories: A Multilevel Exploration of the Punctuated Equilibrium Paradigm, “Academy of Management Review”, Vol. 16, s. 10-36.
• Gomes D.R., Ribeiro N., Morais J. (2016), People in Organizational Change: Using “the Good, the Bad and the Villain” Analogy (Evaluating the Role of Workers’ Perceived Support in the Hotel Business Industry), “Human Resource Management”, Vol. 3, s. 16-31.
• Graetz F., Smith A.C.T. (2010), Managing Organizational Change: A Philosophies of Change Approach, “Journal of Change Management”, Vol. 10, s. 135-154.
• Hammer M., Champy J. (1996), Reengineering w przedsiębiorstwie, Neumann Management Institute, Warszawa.
• Hannan M.T., Freeman J. (1977), The Population Ecology of Organizations, “American Journal of Sociology”, Vol. 82, s. 929-964.
• Heyden M.L.M., Fourné S.P.L., Koene B.A.S., Werkman R., Ansari S. (2017), Rethinking ‘Top-Down’and ‘Bottom-Up’Roles of Top and Middle Managers in Organizational Change: Implications for Employee Support, “Journal of Management Studies”, s. 961-985, doi:10.1111/joms.12258.
• Hodge B., Coronado G. (2007), Understanding Change in Organizations in a Far-from-Equilibrium World, “Emergence: Complexity and Organization”, Vol. 9, s. 3-15.
• Holt D.T., Armenakis A.A., Feild H.S., Harris S.G. (2007), Readiness for Organizational Change: The Systematic Development of a Scale, “The Journal of Applied Behavioral Science”, Vol. 43, s. 232-255.
• Huy Q.N., Corley K.G., Kraatz M.S. (2014), From Support to Mutiny: Shifting Legitimacy Judgments and Emotional Reactions Impacting the Implementation of Radical Change, “Academy of Management Journal”, Vol. 57, s. 1650-1680.
• Jones S.L., Ven A.H. van de (2016), The Changing Nature of Change Resistance: An Examination of the Moderating Impact of Time, “The Journal of Applied Behavioral Science”, Vol. 52, s. 482-506.
• Kirrane M., Lennon M., O’Connor C., Fu N. (2017), Linking Perceived Management Support with Employees’ Readiness for Change: The Mediating Role of Psychological Capital, “Journal of Change Management”, Vol. 17, s. 47-66.
• Klarner P., By R.T., Diefenbach T. (2011), Employee Emotions during Organizational Change – towards a New Research Agenda, “Scandinavian Journal of Management”, Vol. 27, s. 332-340.
• Kotter J.P. (1996), Leading Change, Harvard Business School Press, Boston.
• Lawrence E., Ruppel C.P., Tworoger L.C. (2014), The Emotions and Cognitions During Organizational Change: The Importance of the Emotional Work for Leaders, “Journal of Organizational Culture, Communication and Conflict”, Vol. 18, s. 257-273.
• Lewin K. (1947), Frontiers in Group Dynamics [w:] D. Cartwright (ed.), Field Theory in Social Science, Social Science Paperbacks, London.
• Lichtarski J. (2008), O współczesnych orientacjach w teorii i praktyce zarządzania przedsiębiorstwami, „Kierunki i Dylematy Rozwoju Nauki o Przedsiębiorstwie. Prace Naukowe Uniwersytetu Ekonomicznego we Wrocławiu”, nr 34, s. 51-57.
• Luthans F. (2002), The Need for and Meaning of Positive Organizational Behavior, “Journal of Organizational Behavior”, Vol. 23, s. 695-706.
• Mackay B., Chia R. (2013), Choice, Chance, and Unintended Consequences in Strategic Change: A Process Understanding of the Rise and Fall of NorthCo Automotive, “Academy of Management Journal”, Vol. 56, s. 208-230.
• Malewska K. (2014), Ewolucja modeli procesów podejmowania decyzji, „Marketing i Rynek”, nr 5, s. 127-135.
• Marshak R.J. (2004), Morphing: The Leading Edge of Organizational Change in the Twenty-First Century, “Organization Development Journal”, Vol. 22, s. 8-21.
• Morrison E.W., Milliken F.J. (2000), Organizational Silence: A Barrier to Change and Development in a Pluralistic World, “Academy of Management Review”, Vol. 25, s. 706-725.
• Nikolaou I., Vakola M., Bourantas D. (2011), The Role of Silence on Employees’ Attitudes “The Day After” a Merger, “Personnel Review”, Vol. 40, s. 723-741.
• Oreg S. (2003), Resistance to Change: Developing an Individual Differences Measure, “Journal of Applied Psychology”, Vol. 88, s. 680-693.
• Pearse N.J. (2010), Towards a Social Capital Theory of Resistance to Change, “Journal of Advances in Management Research”, Vol. 7, s. 163-175.
• Pfeffer J., Salancik G.R. (2003), The External Control of Organizations: A Resource Dependence Perspective, Stanford University Press, Stanford.
• Rogers E.M. (2003), Diffusion of Innovations, The Free Press, New York.
• Rozkwitalska M. (2012), Interakcje międzykulturowe w ujęciu pozytywnego potencjału organizacji, „Organizacja i Kierowanie”, Vol. 4, s. 15-28.
• Schein E.H. (1994), Management of Change: The Case of Information Technology [w:] T.J. Allen, M.S. Scott Morton (eds.), Information Technology and the Corporation of the 1990s: Research Studies, Oxford University Press, Oxford, s. 125-146.
• Seligman M.E., Csikszentmihalyi M. (2000), Positive Psychology. An Introduction, “The American Psychologist”, Vol. 55, s. 5-14.
• Shah N., Shah S.G.S. (2010), Relationships between Employee Readiness for Organizational Change, Supervisor and Peer Relations and Demography, “Journal of Enterprise Information Management”, Vol. 23, s. 640-652.
• Sikorski Cz. (2006), Organizacje bez wodzów, C.H. Beck, Warszawa.
• Smollan R.K., Sayers J.G. (2009), Organizational Culture, Change and Emotions: A Qualitative Study, “Journal of Change Management”, Vol. 9, s. 435-457.
• Thomas R., Hardy C. (2011), Reframing Resistance to Organizational Change, “Scandinavian Journal of Management”, Vol. 27, s. 322-331.
• Tsoukas H., Chia R. (2002), On Organizational Becoming, “Organization Science”, Vol. 13, s. 567-582.
• Ven A.H. van de, Drazin R. (1984), The Concept of Fit in Contingency Theory [w:] L. Cummins, B. Staw (eds.), Research in Organizational Behavior, CT JAI Press, Greenwich.
• Weiner B.J. (2009), A Theory of Organizational Readiness for Change, “Implementation Science”, Vol. 4.
• Ybema S.B., Thomas R., Hardy C. (2016), Organizational Change and Resistance: An Identity Perspective [w:] D. Courpasson, S. Vallas (eds.), The SAGE Handbook of Resistance, Sage, Los Angeles – London – New Delhi, s. 386-404.
• Yousef A. (2017), Organizational Commitment, Job Satisfaction and Attitudes toward Organizational Change: A Study in the Local Government, “International Journal of Public Administration”, Vol. 40, s. 77-88.

Identifiers

ISSN

2083-8611