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Article
Publication date: 3 July 2017

Kyootai Lee, Monica Sharif, Terri Scandura and Jongweon Kim

The purpose of this paper is to investigate how and why different forms of organizational change have different levels of organizational intensity, which in turn differentiate its…

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Abstract

Purpose

The purpose of this paper is to investigate how and why different forms of organizational change have different levels of organizational intensity, which in turn differentiate its impact on commitment to organizational change (COC). Its purpose is to also identify how procedural justice can reduce change-related stress and buffer the strain inducing effects of job demands.

Design/methodology/approach

The authors tested the hypotheses using data collected from two sources in Korea. First, the authors conducted a survey in several organizations to identify employees’ attitudes and stress during organizational change. Second, the author surveyed MBA students to evaluate the degree of organizational change intensity (severity) across the types of change.

Findings

There is a hierarchy of the severity of organizational change and the most severe forms of change are the ones that impact employees’ job security and organizational identity. The influence of job demands (represented as organizational change intensity-severity) on COC can depend on the nature of COC. Procedural justice not only facilitates employees to accept values and goals pertaining to organizational change but also adapt themselves to pressures of external change. Buffering effects of job resources (represented as job resources) had significant impacts only on normative commitment to organizational change (NCOC).

Research limitations/implications

This study contributes to the job demands-resources model by considering organizational change intensity as job demands and procedural justice as job resources and showing the relationships among them. Future studies can further extend the model by identifying other variables related to job demands and resources during organizational change and extending the nomological networks of NCOC and continuance commitment to organizational change.

Practical implications

The results of this study provide important insights for human resource managers who plan and implement organizational changes. Procedural justice and organizational change intensity-severity should be considered to increase commitment to change.

Originality/value

This study is one of the few studies to identify the different types of organizational change and quantify them to measure organizational change intensity-severity. A new finding is that the buffering role of job resources (procedural justice in this study) can be marginal when the influence of job demands on employees’ attitudes is strong.

Details

Journal of Organizational Change Management, vol. 30 no. 4
Type: Research Article
ISSN: 0953-4814

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Article
Publication date: 20 April 2012

Bong Choi, Jongweon Kim, Byung‐hak Leem, Chang‐Yeol Lee and Han‐kuk Hong

This study proposes a research model to test whether Six Sigma‐based management activities improve corporate competitiveness in Samsung Group.

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Abstract

Purpose

This study proposes a research model to test whether Six Sigma‐based management activities improve corporate competitiveness in Samsung Group.

Design/methodology/approach

The paper's model was validated and its hypotheses tested using structural equation model analysis.

Findings

Empirical results showed that Six Sigma activities do indeed contribute to revitalized process management, improved quality, and, finally, lead to corporate competitiveness.

Research limitations/implications

The survey data were collected at the individual level, such as GB, BB, MBB, and limited to the affiliated companies of Samsung Group. To obtain more meaningful results, data would be collected at the corporate level and the pool of subjects expanded. However, this paper shows that the four fundamental factors (CEO's will, Communication, Training, and Policy) as well as three substantial factors (Information Utilization, Standardization, and Promotion) are meaningful activities influencing the success of Six Sigma management significantly.

Originality/value

The main contribution of this paper lies in the establishment of a causal relationship among Six Sigma activities, process innovation, quality improvement, and company competitiveness, as well as in the proposed managerial implications for Six Sigma projects.

Details

International Journal of Operations & Production Management, vol. 32 no. 5
Type: Research Article
ISSN: 0144-3577

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Available. Content available
Article
Publication date: 3 July 2017

Slawomir Jan Magala

1004

Abstract

Details

Journal of Organizational Change Management, vol. 30 no. 4
Type: Research Article
ISSN: 0953-4814

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Article
Publication date: 9 May 2020

Jingxiao Zhang, You Ouyang, Hui Li, Pablo Ballesteros-Pérez and Martin Skitmore

Cultural differences between employees of different nationalities are hindering the development of some transnational joint ventures. Describing and modelling the positive (or…

646

Abstract

Purpose

Cultural differences between employees of different nationalities are hindering the development of some transnational joint ventures. Describing and modelling the positive (or negative) factors that cause joint venture employees to accept (or reject) joint management business practices is of great value to all corporations operating abroad with locally sourced employees.

Design/methodology/approach

This study uses a Sino-Japan construction joint venture project as a representative case study. First, structural equation modelling is used to identify the factors influencing Chinese employees' acceptance of joint venture management practices. Then, a system dynamics model is adopted to simulate the time-dependent effects of the incentives.

Findings

The study results (1) indicate which incentives strongly affect employee acceptance of joint venture management practices; (2) identify inefficient management practices in cross-cultural joint ventures; and (3) provide evidence that the employees' perceptions of clear purpose, good working relationships and helpful mechanisms positively and directly also support their acceptance of joint management practices.

Originality/value

–A dynamic simulation method is used to analyse the influence of various incentive factors on employee acceptance of joint management. This provides unprecedented information regarding how these factors interact with each other, hence how their effectiveness varies (both positively and negatively) over time. Further findings also provide new ideas for joint venture managers to adopt more effective management methods.

Details

Engineering, Construction and Architectural Management, vol. 27 no. 8
Type: Research Article
ISSN: 0969-9988

Keywords

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