Managing organizational politics for radical change: the case of Beiersdorf-Lechia S.A., Poznan

Blazejewski, Susanne; Dorow, Wolfgang

doi:10.1016/s1090-9516(03)00019-1

Cited by 34 publications

(24 citation statements)

References 21 publications

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“…The reason is that organizational change is a multi-faceted and multilevelled construct (Weiner, 2009;Pettigrew, Woodman & Cameron, 2001). The emergence of conflicting meanings can be regarded as a natural consequence when considered different powers and interests of parties involved in a change initiative (Blazejewski & Dorow, 2003). Eventually, eliminating potential conflicts and therefore diminishing resistance to change has considered as a critical factor of successful organizational change initiatives (Thomas, Sargent & Hardy, 2011).…”

Section: Organizational Change: Resistance and Readinessmentioning

confidence: 99%

Promoting Readiness for Change: A Systematic Review of Positive Psychology in Organizational Change Context

Uyan

Aslan

2019

Yönetim Bilimleri Dergisi

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Although positive psychology has begun to study quite often in the organizational context in the last two decades, so far, however, there has been little discussion about the contribution of positive psychology to organizational readiness during organizational change processes. The current study intends to compile, analyze and synthesize scientific researches that aim to understand the effects of positive psychology on readiness in the context of organizational change. In the line with this purpose, several advanced search criteria were identified; In EBSCO Business Source Complete and ISI Web of Science databases, four (4) conceptual and fourteen (14) experimental, eighteen (18) studies in total were identified and attempted to be analyzed in detail. Although it is widely acknowledged that these findings represent the infancy period of the field, the majority of examined studies reveal that positive psychology may provide a valuable contribution in terms of both individual and organizational readiness. In particular, positive interventions (i.e. coaching, training) are reflected as a promising tool for employee well-being and their commitment to change. Additionally, leadership style (i.e. transformational leadership) and other organizational factors (i.e. social support, participation) are stressed as relevant instruments for creating a positive experience throughout a change initiative. Apart from the mechanism through which they work, outcomes of the examined studies reveal that positive psychology also contributes to diminishing stress and anxiety which is triggered by the turbulent environment of a change process.

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Section: Organizational Change: Resistance and Readinessmentioning

confidence: 99%

Promoting Readiness for Change: A Systematic Review of Positive Psychology in Organizational Change Context

Uyan

Aslan

2019

Yönetim Bilimleri Dergisi

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“…Christiansen et al, 1997;Kacmar et al, 1999;Ammeter et al, 2002;Blazejewski & Dorow, 2003). However, research from the political perspective to organizational life is scarce, partly because such research is difficult to conduct (Kacmar et al, 1999).…”

Section: The Selection Interview and The Political Perspective To Orgmentioning

confidence: 99%

When the inferior candidate is offered the job: The selection interview as a political and power game

Bozionelos

2005

Human Relations

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The article seeks to advance the view that the selection interview frequently serves as a political arena for various power networks in the organization whose interests may be conflicting. Members of the interview panel try to advance the interests of the power networks to which they belong by lobbying for the candidates whose background and values concur most with those interests. The notion of the interview as a political and power game is illustrated with a case from the academic environment. It is concluded that there is a need for systematic investigation to establish the prevalence of the phenomenon, develop taxonomies, and examine its relationship with variables and outcomes of importance to organizations.

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“…Second, our findings shed light on an underexplored issue of identity construction in the context of organizations nested in larger structures (Gioia et al 2010), such as a subsidiary within an MNC facing radical change (Blazejewski and Dorow 2003;Clark and Geppert 2011;Lupina-Wegener 2013). Past research has shown that conflict between Head Office and subsidiary management might hamper postmerger identity construction (Clark and Geppert 2011).…”

Section: Intergroup Dynamics: Role Of Outgroup Outside the Post-mergementioning

confidence: 74%

The Role of Outgroups in Constructing a Shared Identity: A Longitudinal Study of a Subsidiary Merger in Mexico

2015

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Both scholars and practitioners agree that constructing a shared organizational identity is necessary for successful outcomes in mergers and acquisitions. Yet the process of constructing shared identity is not an easy path. We report findings of a longitudinal in-depth case study of merging Mexican subsidiaries-part of two European Multinational Corporations. The study took advantage of a rare opportunity that includes prior knowledge of the merger and permission to follow-up until post-merger integration concluded. Particularly, in the studied case, status differences between pre-merger organizations were removed, external boundaries were reinforced and new outgroups emerged, namely the Head Offices and Latin American divisions. Our study contributes to the M&A literature, to the stakeholder approach to organizational identity and to identity construction in nested organizations. We shed light on how intergroup dynamics change over time during interactions between internal and external stakeholders, and whose status changes in the post-merger organization. Based on these findings, we argue that considering both intragroup and intergroup dynamics can refine the concept of shared organizational identity. Intragroup dynamics refers to employees of the postmerger organization, and intergroup dynamics refers to outgroup-outside the post-merger organization. We coin a concept of an optimal shared identity, defined as the members' shared belonging to the post-merger organization and to the Multinational Corporation (on the global or regional level) in the face of salient outgroups.

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Managing organizational politics for radical change: the case of Beiersdorf-Lechia S.A., Poznan

Cited by 34 publications

References 21 publications

Promoting Readiness for Change: A Systematic Review of Positive Psychology in Organizational Change Context

Promoting Readiness for Change: A Systematic Review of Positive Psychology in Organizational Change Context

When the inferior candidate is offered the job: The selection interview as a political and power game

The Role of Outgroups in Constructing a Shared Identity: A Longitudinal Study of a Subsidiary Merger in Mexico

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