Journal of Organizational Change Management: Volume 34 Issue 1

Editorial

Interpersonal communications at core of conflicts' escalation in organization. The interplay of interpersonal communication escalation, people's habitus and psycho-sociological processes are more important than contextual factors

Develop an integrated model to analyze conflicts at work and apply it to a case study. The core of the conceptual model is constituted by the interpersonal relationships…

Conflict as it happens: Affective elements in a conflicted conversation between a consultant and clients

Although emotions are relevant for conflicted interactions, the role of emotions in organizational conflicts has remained understudied. The purpose of this paper is to contribute…

Conflicting perspectives in a housing association: An investigation of employees’ counter-narratives in relation to a new business strategy

The purpose of this paper is to investigate employees’ conflicting perspectives on the business strategy in a Danish housing association through a narrative approach, in order to…

Managing conflicts in the nonprofit sector through organizational culture change

The purpose of this paper is to demonstrate the impact of organizational culture on the conflict handling style in non-profit organizations. Conflicts in non-profit organizations…

Transforming hidden conflicts into participation: The case of charismatic leadership in the Middle East

The purpose of this paper is to address the issues raised by hidden conflicts in a charismatic-led organization. The paper investigates the transformation from a management…

Editorial

Walking the tightrope: gender inclusion as organizational change

The study focuses on the inclusion practices and processes of five large organizations across diverse sectors where women are underrepresented. The purpose of this paper is to…

The attributes of organizational change: How person-organization value congruence influences employees’ coping

The purpose of this paper is to explore the role of person-organization (P-O) value congruence on employees’ coping with organizational change and to test the moderating effect of…

Leadership of change in South Africa public sector turnarounds

Organisational decline has far-reaching, negative emotional and financial consequences for staff and customers, generating academic and practitioner interest in turnaround change…

Antecedents and outcome of employee change fatigue and change cynicism

Organisations implement changes either to address real business imperatives or to follow trends in their industries. But frequent changes in an organisation often lead to employee…

The dynamics of SME growth processes and the role of enabling constraints: an evidence-based theoretical framework

This paper aims to explain the dynamics of entrepreneurial decisions and actions (D&As) in the small and medium-sized enterprise (SME) growth process. The study focuses on the…

Exploring microfoundations of dynamic capabilities – challenges, barriers and enablers of organizational change

The purpose of this study is to identify factors affecting an organization’s dynamic capability and, consequently, its ability to manage organizational change.

Organizational characteristics of cross-border mergers and acquisitions: A synthesis and classic case examples from around the world

Given that several publicly announced international merger and acquisition deals have been abandoned in recent years, the purpose of this paper is to present a synthesis of…

Curvilinear effect of transformational leadership on innovative behavior among R&D teams in South Korea: Moderating role of team learning

The purpose of this paper is to examine the potential consequences of transformational leadership on follower innovative behavior as well as to investigate the moderating effect…

Doesn’t work as expectation: The effects of employees’ feeling trusted asymmetry on work group and individual outcomes

The purpose of this paper is to investigate the effects of “feeling trusted asymmetry” on work group performance and individual outcomes. The author adopts the term “feeling…