Communicating Change: A Review and Critical Analysis of Programmatic and Participatory Implementation Approaches

Russ, Travis L.

doi:10.1080/14697010802594604

Cited by 63 publications

(74 citation statements)

References 28 publications

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“…Since human needs are constantly changing or shifting to new needs, organizations are always required to change. The need for change management is now more vivid (Tseng, 2010;Russ, 2008). In fact, organizations are a key element of social communities.…”

Section: Literature Reviewmentioning

confidence: 99%

Transformational leadership and change readiness and a moderating role of perceived bureaucratic structure: an empirical investigation

Abbasi

2017

Problems and Perspectives in Management

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AUTHORSBadri Abbasi ARTICLE INFOBadri Abbasi (2017 Transformational leadership and change readiness and a moderating role of perceived bureaucratic structure: an empirical investigation AbstractThe purpose of this study was to examine the relationship between transformational leadership and change readiness through perceived bureaucratic structure among government employees in Rasht. As a methodology, descriptive method was applied using questionnaire to collect data. The studied population consisted of 600 employees from three state organizations including Municipality, Gilan Tax Department and Gilan Justice Court. According to Morgan table, the sample size was estimated at 234. This study examined six hypotheses, which were tested using multiple regression method. The results showed that transformational leadership had a positive direct effect on employee change readiness and its dimensions. However, substitution of the bureaucratic structure in the model eliminated the effect. Finally, the hypothesis on the effect of transformational leadership on change readiness through perceived bureaucratic structure was rejected.Keywords: transformational leadership, perceived bureaucratic structure, employee change readiness, emergent change readiness, planned change readiness. JEL Classification: M12, D73. Introduction Organizational change is the process of transformation in attitudes, structures, policies or outputs of some departments (Chaghari et al., 2012). Currently, scholars are unanimous on the fact that organizational transformation is a planned change, which takes place in the context of the organization (Malhotra and Hinings, 2015;Holloway, 2015;Thistle and Molinaro, 2016). Moreover, sources of change play a vital role in making changes and, more importantly, in organizational change readiness. In organizations, leaders are the source of change readiness (Mousavi, 2005).Change readiness refers to understanding of the required changes in general structures and processes of the organizations for better implementation of operations. In this case, change management vision refers to the content and effects of organizational changes in the public sector or at the national level. Based on willingness of employees, change readiness can be classified into planned and emergent change. Planned change is through a top-down rational process, while the immediate change requires strong organizational readiness to implement the changes bottom up (Van der Voet, 2014;Kickert, 2010).Although change readiness has become an institutional mission in government agencies, no change has been made in structures yet. There is a conflict between organizational missions and the current structures. Thus, the conflict perceived by employees discourages change readiness; the existing bureaucratic structure prevents the effectiveness of transformational leader- This is an Open Access article, distributed under the terms of the Creative Commons Attribution-NonCommercial 4.0 International license, which permits re-use, distribution, and repr...

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Section: Literature Reviewmentioning

confidence: 99%

Transformational leadership and change readiness and a moderating role of perceived bureaucratic structure: an empirical investigation

Abbasi

2017

Problems and Perspectives in Management

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“…The first is defined as a programmatic approach involving formal activities that convey information hierarchically with the purpose of instilling positive attitudes toward change and employee compliance (Russ, 2008). The second is defined as "informal change communication processes as ad hoc efforts by leaders to communicate with employees about change, which are not carefully designed and standardized by the organization" (Rafferty & Restubog, 2010, p. 1312).…”

Section: Quality Of Change Communicationmentioning

confidence: 99%

Cognitive Appraisal as a Mechanism Linking Negative Organizational Shocks and Intentions to Leave

Biggane

Allen

Amis

et al. 2016

Journal of Change Management

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A note on versions:The version presented here may differ from the published version or, version of record, if you wish to cite this item you are advised to consult the publisher's version. Please see the 'permanent WRAP url' above for details on accessing the published version and note that access may require a subscription.For more information, please contact the WRAP Team at: wrap@warwick.ac.uk warwick.ac.uk/lib-publications

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“…In some ways the two approaches might complement each other because of their different contents. Furthermore, some of the combinatory effects can be possibly explained by the difference between the bottom-up and top-down approach (Russ 2008;Kuipers et al 2014). The voluntary decisions that lead to cooperation with an HP organisation ideally allow all school users to participate and the approach generally relies on their active participation.…”

Section: Discussionmentioning

confidence: 99%

“…Facilitating and hindering factors of both the bottom-up and top-down approaches to change management have been discussed in the literature (Russ 2008). Combined approaches have also been suggested to compensate for some of the hindering characteristics of each of the strategies (Ryan et al 2008).…”

Section: Discussionmentioning

confidence: 99%

School development in Austria and implementation factors for health promotion

Teutsch

2016

J Public Health

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Aim This article investigates the associations between different approaches to the implementation of health promotion and existing structures that facilitate long-term implementation. Subject and Methods The data was collected in a survey amongst heads of Austrian secondary schools. For analyses, four groups of schools were differentiated: (1) schools that implement health promotion voluntarily with the help of specialised organisations, (2) schools that implement health promotion as part of their obligatory school development programme, (3) schools that use a combined approach, and (4) for comparison schools that use neither of these strategies. The groups are compared according to a number of indicators for a supportive HP programme. Results The first three groups show more desirable characteristics in regards to aspects that facilitate the implementation of health promotion (e.g. high teacher support) than the comparison group. The best conditions are found in schools that use a combined approach. Hardly any differences are observed between the groups on the level of the outcomes of health promotion activities. Conclusion The findings are discussed in the context of change management and the differences between programmed and participatory strategies of implementation. Some of the presented differences can be explained via this approach and hold valuable conclusions for policy makers and practitioners.

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Communicating Change: A Review and Critical Analysis of Programmatic and Participatory Implementation Approaches

Cited by 63 publications

References 28 publications

Transformational leadership and change readiness and a moderating role of perceived bureaucratic structure: an empirical investigation

Transformational leadership and change readiness and a moderating role of perceived bureaucratic structure: an empirical investigation

Cognitive Appraisal as a Mechanism Linking Negative Organizational Shocks and Intentions to Leave

School development in Austria and implementation factors for health promotion

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