Using social networks theory as a complementary perspective to the study of organizational change

Abstract

This paper contributes to the literature on organizational change by examining organizations as social entities embedded in inter-organizational networks. In contrast with extant research that focuses on macro environmental and internal factors to explain organizational change, we put forth the social network surrounding the firm as a major driver of any change process. Specifically, we examine organizational change as driven by the organizations' positions and relations in an interorganizational network, and advance a set of theory driven propositions on innovation, imitation, inertia, structural equivalence and structural positioning. Our conceptual discussion demonstrates that inter-organizational networks are important in complementing the macroenvironment and internal organizational factors for the study of organizational changes. We conclude with a discussion on normative implications for organizations and avenues for future research.

Changing From the Inside Out: Leading Organizational Change as an Insider

“…An understanding of organizational change is necessary to understanding organizations themselves and can be investigated from various perspectives (Ferreira and Armagan, 2011). Within the literature surrounding organizing and organization there are multiple typologies (for example: first, second and third order change (Bartunek and Michael, 1987); Life Cycle Theory, Evolution, Dialectic and Teleological ( Van de Ven and Poole, 1995) and models of change presented (Sturdy and Grey, Beneath and beyond organizational change (Sturdy and Grey, Beneath and beyond organizational change management: exploring alternatives, 2003;Schein, 1995).…”

“…This is in relation to a trigger which stimulates the organization to start the change process (Ferreira and Armagan, 2011) by creating a sense of concern and developing a commitment to change (Phillips, 1983). Huber et al (1993) identify 5 triggers of change; structure, strategy, characteristics of top management, macro-economic and performance while others have examined the role of innovation in triggering change (Ferreira and Armagan, 2011;Greve and Taylor, 2000). Schein (1995) argues that for this unfreezing to occur, there must be form of dissatisfaction or disconfirmation of the existing process or data and that the people who make up the organization must feel 'survival anxiety or guilt' to accept the disconfirming information.…”

“…In the second stage, moving or implementing, the group takes action (pushes for major change) (Phillips, 1983) and makes the transition from the previous state of being to the future state of being (Boonstra, 2004); the process of change (Ferreira and Armagan, 2011). A central feature to the analytic framework of episodic change is inertia.…”

Effects of Female Managers’ Leadership on Teamwork and Organizational Performance in Catering Industry

“…Bowler et al (2010) defined that a team was consisted of two or more members who mutually coordinated with each other to complete the common task. Ferreira and Armagan (2011) indicated that a team should not simply stress on the achievement of overall objectives, but should emphasize the dependence and mu-tual commitment among members. Hartnell et al (2011) regarded a team being composed of few people with complementary skills; such people agreed with a common objective and the process for which they would undertake the responsibilities.…”

Aderência à mudança : um estudo empírico no Conselho Administrativo de Defesa Econômica - CADE

“…(Ferreira & Armagan, 2011); a investigação do papel das lideranças em mudanças planejadas (Kotter, 1995;Oreg & Berson, 2011;Seo et al, 2012); a interação entre componentes da estrutura e tipo de mudança (Voet, 2014); abordagens processuais da mudança (Tsoukas & Chia, 2002;Van de Ven & Poole, 2005); e o estudo das percepções e reações dos indivíduos (Hernandez & Caldas, 2001;Neiva e Paz, 2007;Vakola, Armenakis & Oreg, 2013) e equipes (Guiette & Vandenbempt, 2013).…”