Trust in change managers: the role of affect

Smollan, Roy K.

doi:10.1108/jocm-may-2012-0070

Cited by 42 publications

(36 citation statements)

References 69 publications

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“…However, designing the culture that enables the best balance for the particular lean implementation desired takes time and effort, but has been found to be worthwhile (cf. Briody et al, 2012;Conceicao and Altman, 2011;Hartmann and Khademian, 2010;Ray and Goppelt, 2011;Schein, 2004;Smollan, 2013;Wright, 2013;Whitehead, 2001). Furthermore, which dominant organizational culture may have a potential to increase effectiveness on lean processes is given in detail above in each section.…”

Section: Resultsmentioning

confidence: 99%

The effect of organizational culture on implementing and sustaining lean processes

Pakdil

Leonard

2015

Journal of Manufacturing Technology Management

119

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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. AbstractPurpose -Lean systems thinking was widely studied using relevant variables, but there is a dearth of published theoretical or empirical evidence about the cultural aspects of lean processes. The lack of conceptual development is one of the motivations for this study. Do organizational cultural variations correlate with the success and effectiveness of lean processes? What organizational infrastructures are required for effective lean implementation and continuation? The paper aims to discuss these issues. Design/methodology/approach -Examining literature in the area of lean production and lean management, the authors sought current literature at the intersection of organizational culture and lean processes, particularly implementation and sustainability, but found little relating to the topic. Therefore, using the Competing Values Framework taxonomy, the authors examine this intersection, relying on related research in the areas. Findings -In this paper, a brief discussion of lean processes in relation to organizational culture leads to propositions that identify the various cultural dimensions and their purported effect on lean implementation and sustainability. A model of this interaction is developed. Those quadrants of the Competing Values Framework that might be useful in developing research directions for the future are identified. Research limitations/implications -Future research directions include the measurement of organizational culture in firms that have implemented lean processes. This would be a step toward looking at the effect that the different quadrants in the Competing Values Framework have on various elements of lean efforts. This would take a significant amount of work, because the manufacturing industry, the leader in implementing and sustaining lean processes, may have institutionalized particular organizational cultures. It would be an interesting step forward in the understanding of how lean processes are operationalized across different firms and industries. However, there are multiple ways to examine culture; the authors believe this method allows the capture of the entire spectrum. Practical implications -Knowing which dimensions influence lean effec...

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Section: Resultsmentioning

confidence: 99%

The effect of organizational culture on implementing and sustaining lean processes

Pakdil

Leonard

2015

Journal of Manufacturing Technology Management

119

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“…Trust leads to greater employee confidence in a leader's fair intentions behind the change (Harvey, Royal, & Stout, 2003). Past research demonstrates that trust in leadership is an important element for organizational change (Smollan, 2013), and might be as a consequence or a predecessor of the relationship at work (Neves & Caetano, 2009;Saunders & Thornhill, 2003).…”

Section: Occ Employees' Trust and Leadershipmentioning

confidence: 99%

Leadership Styles in Relation to Employees’ Trust and Organizational Change Capacity

et al. 2016

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This article intends to examine the role of leadership styles (transformational, transactional, and laissez-faire) and employees' trust toward organizational change capacity (OCC). Data were collected from a convenient sample of managers, coordinators, officers, community facilitators, social organizers, and activists through questionnaires. A total of 250 respondents were sent questionnaire, usable questionnaires were 204. Results revealed positive and significant relationship between transformational leadership and employees' trust. Moreover, an insignificant relationship was found between transactional leadership and employees' trust, whereas laissez-faire and employees' trust were found to be negatively associated. Findings of the study also depicted a positive and significant relationship of transformational leadership and transactional leadership with OCC. However, laissez-faire was negatively associated with OCC. Results also revealed that employees' trust mediates the relationship between leadership styles (transformational and laissez-faire) and OCC. However, employees' trust did not mediate the relationship between transactional leadership and OCC. Finally, implications and suggestions for future research are provided.

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“…Communication on the consequences of an organizational change is one of the triggers that can cause trust in management to suddenly disappear (Smollan, 2013). Although the specific process through which trust is created has not been studied extensively (Adobor, 2005), there are empirical hints about the role that change information plays in times of organizational change.…”

Section: The Mediating Role Of Trustmentioning

confidence: 99%

Does a Well-Informed Employee Have a More Positive Attitude Toward Change? The Mediating Role of Psychological Contract Fulfillment, Trust, and Perceived Need for Change

Heuvel

Schalk

Assen

2015

The Journal of Applied Behavioral Science

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This study examined the mediating role of psychological contract fulfillment, trust, and perceived need for change in the relationship between change information and employee attitude toward organizational change. As one of the first studies in organizational change research, attitude toward change was operationalized here as a tridimensional construct, comprising an affective, a behavioral, and a cognitive dimension. In a sample of 399 employees, data were gathered using questionnaires. The results confirmed that psychological contract fulfillment, trust, and perceived need for change mediated the relationship between change information and attitude toward change. Change information was positively related to all three mediating variables, which in turn were positively related to at least one of the attitude toward change dimensions. Furthermore, the relationship between trust and all three attitude toward change dimensions was mediated by psychological contract fulfillment and perceived need for change. Recommendations for future research and implications for practitioners are discussed.

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Trust in change managers: the role of affect

Cited by 42 publications

References 69 publications

The effect of organizational culture on implementing and sustaining lean processes

The effect of organizational culture on implementing and sustaining lean processes

Leadership Styles in Relation to Employees’ Trust and Organizational Change Capacity

Does a Well-Informed Employee Have a More Positive Attitude Toward Change? The Mediating Role of Psychological Contract Fulfillment, Trust, and Perceived Need for Change

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