Search results

The purpose of this study is to identify the documents which have had the greatest impact on the Journal of Organizational Change Management (JOCM) articles and to analyze the evolution of the intellectual structure of the journal.

A knowledge‐stock analysis is performed to assess major trends of the JOCM. A bibliometric study is then conducted thanks to citation and co‐citation analysis about the documents which are the most cited by the articles published in the JOCM (between 1995 and 2011).

Through the results of their analysis, the authors: describe the growing stock of knowledge of the JOCM over time; identify the documents having the strongest influence on the JOCM articles; and pinpoint the evolution of the intellectual structure of the journal.

Although the sample of retained articles seems representative of the JOCM publication efforts, the data set presents some limitations. There are also some limits inherent to the research design and to the bibliometric methods. The intention of the present research is to give a quantitative overview of the intellectual evolution of the journal.

Grasping the intellectual development of the JOCM enables researchers and practitioners to better understand how issues are being approached by authors who publish in this journal. It also stimulates the scholarly debate.

This knowledge‐stock and bibliometric study is the first to be concerned with the JOCM.

Two complementary objectives are addressed in this paper. First, several studies are introduced based on the assumption that organizational change is now excessive. The purpose of this paper is to propose an operational definition to change excessiveness, and the authors assess whether it is a generalized phenomenon at a societal level. Second, these studies are habitually mobilizing coping theories to address their purpose. However, an integrated model of coping, including appraisals and coping reactions towards change is still to be tested. Thus, the assessment is anchored in an application of the Stimulus-Response Theory of Coping (SRTC).

A quantitative study is conducted by administering questionnaires to a nationwide representative sample (n=1,002). Anderson and Gerbing (1991) two-step approach is used to validate the study and tests its hypothesized model. Change excessiveness is measured in order to observe if it is a generalized phenomenon in the working population. Its effects on coping are modelled through the fully mediated SRTC. Therefore, the hypothetical model predicted that the relationships between the perception of excessive change contexts and negative coping reactions is fully mediated by negative appraisals towards change contexts.

Perceptions of excessive change is a normally distributed and a statistically centralized phenomenon. As hypothesized, an structural equation modelling test of the SRTC shows a full mediation effect of negative appraisal between change intensity and negative coping to change.

This paper empirically tests a nationwide sample where organizational change may be too excessive for individuals’ positive coping. It is the first to generalize the observation of change excessiveness as perceived by employees to a nationwide level. Moreover, it addresses the gap between change excessiveness and coping theories in modelling the SRTC through its three components: event, appraisals, and coping reactions. Finally, it presents managerial discussions towards the strategic necessity for organizational change and its potential “too-much-of-a-good-thing” effects.

This paper aims to explore the power of one of the primary organizational stakeholders (shareholders) in the development of a corporate social performance (CSP) score. Few research works in the CSP empirical literature have studied the relationship between stakeholder power and CSP.

Stakeholder theory is used as a theoretical framework to explain how shareholder voting power can influence the CSP level of French publicly listed companies. Stakeholder theory is tested through the operationalization of Ullmann’s (1985) three-dimensional model. Hypotheses related to shareholder voting power, strategic posture and financial performance are formulated through a literature review. A Data Envelopment Analysis approach was presented as a strong tool to measure CSP level. Multiple linear regressions were undertaken to test the hypotheses in a sample of 129 French companies between 2006 and 2007.

The results indicate that companies with dispersed ownership and high proportion of institutional shareholders record a high score of CSP. Strategic posture measured by the implementation of environmental certification standard was positively and significantly related to CSP. Financial performance does not affect significantly the level of CSP.

This paper is the first to empirically analyse the relationship between Ullmann’s three-dimensional model and CSP level in the French context. It offers to managers a better understanding of the power that certain stakeholders can use to acquire satisfaction.

The development of organizational collectives is a lever for innovation to meet the major challenges of technological, social and environmental change. The aim of this research is to characterize the process by which organizational collectives.

This is a case study of six private healthcare establishments mobilized around an organizational project. A seven-month research-intervention was carried out with six healthcare establishments mobilized around an organizational human resources (HR) project. The transformative aim was to encourage the emergence of an organizational collective by playing a functionalist role in the project methodology while also reflecting on the organizational practices observed. Using an abductive and constructivist approach, the study material revolved around the mental representations of the practitioners involved in this collective, gathered through semi-structured interviews, participant observations and documentary research.

This research characterizes a process of emergence of a collective of organizations that includes an activation phase consisting of triggering factors contributing to the construction of shared mental representations and a phase of specific structuring of the collective action of the organization collective in the making. These two phases lay the foundations for the organizational collective responsible for managing not only the initial project but also other projects and operations, thus ensuring its longevity.

It is based on a single exploratory case study with a limited sample of members of an organizational collective. In addition, it is specific to the healthcare sector, the HR field and the hierarchical level of the members we worked with. With a view to verifying, consolidating and generalizing knowledge, it would be pertinent to test these results in other empirical contexts.

The direct managerial interest of our study will therefore lie in the recommendations addressed to players wishing to become involved in a collective of organizations. The organizational collective is founded on a durability that goes beyond the temporary framework of the project. It would be interesting to know how to contribute to the durability of this collective from the outset, in particular through the “routinization” of organizational practices generated within the framework of this regulation by management systems. This collective of organizations also generates a value system which, if we refer to the results of our research, goes beyond the objectives of solving the project’s problem. It would also be timely to pursue research into the value creation of a collective of organizations.

For a number of years, healthcare policies have been encouraging the development of collective organizations through greater coordination, supply chains, care networks, etc. (Valette, 2019). Nonetheless, we have to acknowledge the scarcity of management science research on the subject in this sector, despite the fact that public policy incentives to reorganize the healthcare system are constantly highlighting them. In concrete terms, since the 2016 Modernization Act, numerous organizational collectives in response to major public health challenges have been deployed, such as professional communities in healthcare territories, “Art 51” pathways, etc. (Observatoire National de la Qualité de vie au travail, 2021).

Despite extensive research into the characteristics and modes of operation of organizational collectives, little is known about their emergence process (Viollet and Dreveton, 2023). Moreover, there is little management science research on organizational collectives in the healthcare sector, even though public policy incentives are constantly encouraging them. Our aim is to fill this gap by answering the question: How does an organizational collective emerge?

The purpose of this paper is to clarify the relationship between language, thinking and society for explaining the degree of visibility of the French organizational studies (OS) production.

This paper proposes a sociological analysis based on Bourdieu field to understand the variation of reception the French OS production have had among the Anglo-Saxon field. The paper aims to underline some key elements, which can explain the differences of reception experienced by the French OS scientists. The paper opted for a general review using historical data; reviews of OS literature; and Google scholar, Web of Science and major OS Journal data.

The paper provides some evidence about how the degree of visibility of the French OS production is related to translation, cognitive and social resonance, producer place in the scientific network and relationship between the fields. It suggests that the degree of visibility is the result of a complex set of socio-cognitive schemes, social issues raised by the scholar and the place occupied by the researcher in the field.

The paper brings interesting ideas concerning the international development of the OS field, the degree of visibility of diverse contributions coming from non-English speaking researchers, notably the French ones, and how the dialogue between different linguistic and social universes can be ameliorated.

At a time when organizations are faced with increasing transformations, developing a strong change capability has become crucial to deal with the ever-changing environment. While in recent years, the literature on organizational change capability (OCC) has grown, the understanding of this construct remains overly underdeveloped. Therefore, the purpose of this paper is to provide an in-depth synthesis of the evidence on OCC.

A scoping literature review was conducted on peer-reviewed articles published over the past two decades.

This review shows that while research largely treats change capacity, change capability and change competency as synonymous, these terms should be interpreted differently since they do not refer to the same organizational phenomenon.

Although this review focus on the past two decades, this article offers an examination of the latest knowledge on OCC and provides a non-exhaustive set of research avenues. This review also proposes a change maturity framework that can help scholars to conduct more informed investigations.

The proposed framework can help practitioners to better understand how an organizational potential for change can transform into a change capability, which in turn can evolve into a change competency.

This review extends prior work by clarifying ambiguities around some constructs in the management field that are fundamental to building sound theories.

This paper aims to examine the effect of ownership structure variables on social and environmental disclosure practice in Nigeria. The paper also investigates the moderating impact of intellectual capital disclosure on the relationship between ownership structure elements, social and environmental disclosure.

The paper adopted the Global Reporting Initiative (GRI) disclosure framework to extract social and environmental disclosure information from corporate social and environmental reports of 80 companies listed on the Nigerian Stock Exchange. The study spanned from 2012–2017. Management ownership, foreign ownership, block ownership and dispersed ownership are considered as determinants of social and environmental disclosure. A multiple regression analysis was used to test the relationships specified in the study.

The result of the descriptive analysis has shown evidence of a low-level disclosure of social and environmental information in corporate reports (annual reports and corporate social and environmental reports) of companies. From the regression analysis, block ownership, foreign ownership and dispersed ownership are found to enhance the disclosure of social and environmental information in the corporate report of companies. However, management ownership was found to be insignificantly related to social and environmental disclosure. The result also revealed that intellectual capital disclosure has a significant positive effect on the relationship between management ownership, foreign ownership and dispersed ownership, social and environmental disclosure. However, intellectual capital disclosure does not moderate the relationship between block ownership, social and environmental disclosure.

This paper is the first to empirically examine the moderating effect of intellectual capital disclosure on ownership structure variables, social and environmental disclosure. The result of the study offer researchers a better understanding of the impact of ownership structure variables on social and environmental disclosure. The findings are useful to researchers, corporate managers, policymakers and regulatory bodies.