A grounded model of organizational schema change during empowerment

A grounded model of organizational schema change during empowerment

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Article ID: iaor20013242
Country: United States
Volume: 11
Issue: 2
Start Page Number: 235
End Page Number: 257
Publication Date: Mar 2000
Journal: Organization Science
Authors: , ,
Keywords: behaviour
Abstract:

We analyzed employee resistance to an organizational change project in which employees were empowered to participate in the design of new organizational structure. What emerged from our analysis was the importance of cognitive barriers to empowerment. Employees' resistance appeared to be motivated less by intentional self-interest than by the constraints of well-established, ingrained schemas. Resistance was also fueled by skepticism among the employees about management's commitment to the new decision-making schema, specially because employees judged managerial actions to be inconsistent with their new espoused framework. A grounded model of schema change is developed for changes in organizational decision-making schemas during empowerment efforts. Theoretical implications and suggestions for improving organizational change efforts are proposed.

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