Organizational change and psychological reactance

Nesterkin, Dmitriy A.

doi:10.1108/09534811311328588

Cited by 46 publications

(36 citation statements)

References 123 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Due to globalization and stiff competition, change becomes necessary for organizations, and every change faces CC from all quarters [16,96]. Basically, CC is aroused because of discomfort resulting from the expected change [16,20,96,97]. Boomer et al [98] suggested that CC has detrimental effects on prospective change.…”

Section: Organizational Change Cynicismmentioning

confidence: 99%

Two Stage Analysis of Successful Change Implementation of Knowledge Management Strategies in Energy Companies from Romania

Ceptureanu

Popescu

et al. 2017

Energies

View full text Add to dashboard Cite

Abstract:The purpose of this paper is to emphasize the effects of knowledge management strategies toward organizational change in Romanian companies from the energy sector. This study explored a new vision to implement these types of organizational changes successfully in companies from the Romanian sector of energy and obtain their early benefits by using knowledge management strategies and also reveal the mediating effect of organizational learning and readiness for change. The results highlighted how energy companies can implement an Enterprise Resource Planning (ERP)-based change effectively through KM strategies. The results are equally valuable for all Romanian organizations that are currently changing their working environment.

show abstract

Section: Organizational Change Cynicismmentioning

confidence: 99%

Two Stage Analysis of Successful Change Implementation of Knowledge Management Strategies in Energy Companies from Romania

Ceptureanu

Popescu

et al. 2017

Energies

View full text Add to dashboard Cite

show abstract

“…Furthermore, they may satisfy three basic employee needs, as offered by the self-determination theory: (a) an emotionally intelligent manager's excellent interpersonal skills, such as empathy, affirms employee expressions of individuality (satisfying the need to be autonomous); (b) work-unit cohesion, shaped by an emotionally intelligent manager, appeals to the employee's need to belong; and (c) socio-emotionally well-channeled sales-directed behaviors enable an employee to satisfy the need to feel competent (Kovjanic, Schuh, Jonas, Van Quaquebeke, & Van Dick, 2012). Future combinations of selfdetermination and EI research, such as that of Nesterkin (2014) and of Perreault, Mask, Morgan, and Blanchard (2014), could extend these ideas, including the shown resource caravan or chain reactions reported herein.…”

Section: Discussionmentioning

confidence: 95%

From manager's emotional intelligence to objective store performance: Through store cohesiveness and sales-directed employee behavior

Wilderom

Hur²,

Wiersma

et al. 2015

J. Organiz. Behav.

View full text Add to dashboard Cite

SummaryThe relationships among manager's emotional intelligence, store cohesiveness, sales-directed employee behavior, and objective store performance were investigated. Non-managerial sales employees of a large retail electronics chain in South Korea (N = 1611) rated the emotional intelligence of their own store managers as well as the group cohesiveness within their stores. Store managers (N = 253) separately rated the salesdirected behavior of their employees. Objective sales data were collected one month later for each store.No direct relationship between manager emotional intelligence and objective store performance was found. Instead, the results supported the hypothesized four-variable, three-path mediation model: store manager's emotional intelligence was related to store cohesiveness, which in turn was related to the sales-directed behavior of the frontline employees, which ultimately predicted the objective performance of the stores. Manager emotional intelligence and store cohesiveness are seen as intangible organizing resources or sociopsychological capital for non-managerial store employees. Implications for future research and more effective management of retail firms are discussed. Van den Berg, & Wiersma, 2012). The present empirical field study addresses whether the emotional intelligence (EI) of managers is associated with the performance of their work units, a question that has been raised more in the literature than has been examined empirically (e.g., Humphrey, 2012;Kaplan, Cortina, Ruark, LaPort, & Nicolaides, 2014;Kluemper, DeGroot, & Choi, 2013;Rajah, Song, & Arvey, 2011;Walter, Cole, & Humphrey, 2011). The research rests, in part, on ample evidence that both managers and individual contributors who have EI are more effective at work (George, 2000;Gooty, Connelly, Griffith, & Gupta, 2010;Humphrey, 2002). We tested a model between the EI of work-unit managers and objective work-unit performance and show how two additional variables mediate this relationship. We are very grateful to the associate editor and the reviewers for their very helpful feedback. We also thank Richard Bandstra for his assistance with this paper.

show abstract

“…Secondly, organizational justice [10] is also adopted to evaluate the hospital practice in equality of distributive, procedural, interpersonal, and informational justice. Besides, psychological reactance theory suggests that one unfavorable feeling will result in negative behaviors such as resistance behaviors [11]. Wetherefore infer that healthcare professionals expect to be treated equally when adopting the EMRs to the working place.If the hospital fails to do so, an unfavorable perception will be generated, such as perceived contract breach (PCB), leading to resistance behaviors to the EMR adoption work.…”

mentioning

confidence: 91%

A resistance model of electronic medical records adoption in Taiwanese hospitals: A multi-method approach

Chang¹,

Wong²,

Eng³

2017

Med Res Innov

View full text Add to dashboard Cite

The EMR adoption work in Taiwanese hospitals is led by the Ministry of Health and Welfare (MOHW). According to van Velthoven et al. (2016) [1], all large medical centers (>1,000 beds), approximately 70% of regional hospitals and almost 30% of district hospitals use an EMR system to date. The highEMR adoption rate can be attributed to the Taiwanese National Health Insurance scheme (NHIs) [2]. There are 80% of the hospital incomes from the Bureau of National Health Insurance, and 20% from the registration fees [3]. Due to this reason, the adoption of EMRs is considered as one of the essential requirements to link the network with the NHI system for claiming patient consultation fees and medical expensesin daily operation.EMR is a longitudinal electronic record of patient health information generated by one or more encounters in a care delivery setting [4]; therefore, healthcare professionals' contribution plays an essential role in the process of EMR adoption. However, following financial issues and technical issues (e.g., hardly find an adequate system), the healthcare professionals' resistance, one of the human-related factors, is also a key barrier to the success of EMR adoption [5,6]. The reasons of healthcare professional resistance to the EMR adoption not onlyinclude workload increase with no extra compensation, anxiety to IT, lack of time or ability to learn new IT, inertia to the change and etc., but unjust management practices in work and information distribution also play an important part. Thus, two research questions guide this paper: (1) what are the issues that lead to healthcare professionals' resistance to the adoption of EMR system; (2) what are the elements that a hospital needs to consider to mitigate the resistance behavior?We attempt to address the issue by adopting equity theory and psychological reactance theory to discuss the situation of healthcare professional resistance to EMR adoption in the hospital. Equity theory claims that equality of the management practice is critical to maintainemployer-employee relationships [7]. Inequality treatment often causes unfavorable feelings; therefore, we firstly adopt the concept of perceived unmet promise [8,9], which focuses on the equality of reciprocal obligations between the hospital and its employees, and four key aspects (individual, system, organization, and process) will be evaluated. Secondly, organizational justice [10] is also adopted to evaluate the hospital practice in equality of distributive, procedural, interpersonal, and informational justice. Besides, psychological reactance theory suggests that one unfavorable feeling will result in negative behaviors such as resistance behaviors [11]. Wetherefore infer that healthcare professionals expect to be treated equally when adopting the EMRs to the working place.If the hospital fails to do so, an unfavorable perception will be generated, such as perceived contract breach (PCB), leading to resistance behaviors to the EMR adoption work. Moreover, Rivard and Lapointe [12] mentioned that the r...

show abstract

Organizational change and psychological reactance

Cited by 46 publications

References 123 publications

Two Stage Analysis of Successful Change Implementation of Knowledge Management Strategies in Energy Companies from Romania

Two Stage Analysis of Successful Change Implementation of Knowledge Management Strategies in Energy Companies from Romania

From manager's emotional intelligence to objective store performance: Through store cohesiveness and sales-directed employee behavior

A resistance model of electronic medical records adoption in Taiwanese hospitals: A multi-method approach

Contact Info

Product

Resources

About