Overcoming Resistance to Change in Russian Organizations:

McCarthy, Daniel; Puffer, Sheila M.; May, Ruth C.; Ledgerwood, Donna E.; Stewart, Wayne H.

doi:10.1016/j.orgdyn.2008.04.002

Cited by 44 publications

(53 citation statements)

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“…Personal relationships grounded in shared norms and values are essential for conducting business in Ukraine and Russia (McCarthy et al 2008;Puffer and McCarthy 2011). Consistent with collectivist values, these networks are integral to individuals' knowledge sharing (Hutchings and Michailova 2004), particularly in extant relationships , perhaps as a means of returning a favor to someone for a similar act, or withholding because of the knowledge seeker's previous behavior.…”

Section: Relational Screeningmentioning

confidence: 96%

“…An intervening consideration between individuals and the environment is organizations, which, although beyond the scope of the present study, might be useful in explaining knowledge sharing phenomena. Likewise, a focus on organizational leaders, whose personal values may mediate the effects of societal values on analogous values at the organizational level (Brodbeck et al 2004), could prove useful, although this expectation may not hold in the post-Soviet region, where there may be a disconnect between leaders' and employees' values and priorities (McCarthy et al 2008). Thus, we advocate research that includes leadership and organizational climate considerations for knowledge sharing phenomena.…”

Section: Limitations and Future Researchmentioning

confidence: 99%

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Do You Know What I Know? Intent to Share Knowledge in the US and Ukraine

2015

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Knowledge is a strategically important resource, but research is needed to elucidate individual issues in knowledge sharing, particularly cross-contextual examinations. Thus, we developed a contextualized, extended model of knowledge sharing intentions based on the theory of planned behavior, and tested it using large samples of employees from the US, and from Ukraine, where anecdotal evidence suggests pandemic knowledge hoarding. Tests of the model in each country produced significant results for all of the path coefficients in the US, and for all but two paths in Ukraine. Comparative analysis for hypothesis testing indicated that, overall, individuals' dispositions and attitudes were more relevant for understanding knowledge sharing intentions in the individualistic context of the US, while collective, relational elements were stronger in Ukraine, but with notable exceptions, particularly the influence of societal knowledge control norms. The results provide important implications for theory concerning knowledge sharing across contexts, including institutional theory assumptions, and for efficaciously managing knowledge processes, including cross-national knowledge transfers.

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Section: Relational Screeningmentioning

confidence: 96%

Section: Limitations and Future Researchmentioning

confidence: 99%

Do You Know What I Know? Intent to Share Knowledge in the US and Ukraine

2015

Self Cite

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“…In addition to the advantages of this particular site, the wider post-Communist context offered a rich setting in which to study how an organization responds to institutional pressures. In a post-Communist setting, institutional pressures that reflect the logic of capitalism are often exerted on organizations that were created under Communism and are, to this day, run by managers socialized in that context (McCarthy, Puffer, May, Ledgerwood, & Stewart, 2008). In such settings, an organization and its environment may reflect contradictory institutional logics: whereas the logic of capitalism stresses the primacy of markets and competition, the logic of communism emphasizes bureaucratic coordination and paternalism that shield individuals and organizations from economic forces (Kornai, 1992).…”

Section: Research Setting and Contextmentioning

confidence: 99%

From Ritual to Reality: Demography, Ideology, and Decoupling in a Post-Communist Government Agency

Tilcsik

2010

AMJ

263

319

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Decoupling-the creation of gaps between formal policies and actual practices-is ubiquitous in organizations. Yet little research has examined how decoupling unfolds over time. This qualitative case study of a post-Communist government agency develops process models of what precedes and what follows the decision to decouple. I show that the demography and ideology of powerful organization members influence whether decoupling occurs, how it unfolds, and whether it is sustainable. Further, I suggest decoupling may carry seeds of its own decay: under certain conditions, the decision to decouple can trigger demographic changes that eventually erode decoupling.

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“…Researchers as well as practitioners often conceptualize responses to organizational change in terms of resistance (Agócs, 1997;Oreg, 2003;Stanley et al, 2005;McCarthy et al, 2008). However, employees can also respond positively to organizational changes (Lines, 2005;Elias, 2009).…”

Section: Attitude Toward Changementioning

confidence: 99%

What ' s in it for me? A managerial perspective on the influence of the psychological contract on attitude towards change

Heuvel

Schalk²,

Freese

et al. 2016

Journal of Organizational Change Management

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. Charissa FreeseTilburg University, Tilburg, The Netherlands, and Volken TimmermanVolken Timmerman Consultancy, Groningen, The Netherlands Abstract Purpose -The purpose of this paper is to develop a model on how business managers perceive that an employee's psychological contract influences his or her attitude toward an organizational change. More specifically, it aims to provide insight into the managerial views on: first, the affective, behavioral and cognitive responses of employees toward organizational change; second, the pre-change and change antecedents of these responses; and third, the role of the psychological contract as a pre-change antecedent. Design/methodology/approach -Data were collected from in-depth interviews with 39 human resource directors, change managers and management consultants in eight European countries. Based on detailed grounded theory-driven analyses of the qualitative data, a conceptual model was developed. Findings -Based on the grounded theory analysis, a model emerged that positions the individual change perception and individual answer to the "what's in it for me?" question as central determinants of an employee's attitude toward change. Moreover, the model distinguishes between "influencing" variables that shape the employees' change perception, and "overruling" variables that can potentially reverse the change perceptions. Practical implications -A strong emphasis on managing the employment relationship by fulfilling mutual obligations and by creating trust will yield more constructive responses to organizational change than focussing on managing an organizational change as an independent event. Originality/value -As one of the first in its field, this study provides insight in the sense-making processes during organizational change, while adopting a managerial perspective. A grounded theory approach by means of interviewing, serves as a first step toward better understanding of the development of employees' affective, behavioral and cognitive responses to organizational change.

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Overcoming Resistance to Change in Russian Organizations:

Cited by 44 publications

References 0 publications

Do You Know What I Know? Intent to Share Knowledge in the US and Ukraine

Do You Know What I Know? Intent to Share Knowledge in the US and Ukraine

From Ritual to Reality: Demography, Ideology, and Decoupling in a Post-Communist Government Agency

What ' s in it for me? A managerial perspective on the influence of the psychological contract on attitude towards change

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