Suchergebnisse

AbstractThis study examines the previously unexplored mediating role of work engagement in the link between creative work involvement and the relational resources embedded in supervisor‐follower exchanges. We studied three relational resources inherent to the exchanges between followers and their supervisors: trust in supervisor, goal congruence, and relationship informality. Data were captured from IT professionals working at four well‐established IT companies in Ukraine. The findings show that relationship informality and goal congruence positively affect employees' creative work involvement, yet these effects are less pronounced when controlling for work engagement. The significance and implications of these findings for research and practice are discussed. Copyright © 2016 ASAC. Published by John Wiley & Sons, Ltd.

This study compares aspects of change in Belgian public and private sector organisations, with references to individual aspects (readiness to change and the locus of control) and organisational aspects (participation in decision making and risk-taking reward orientation). The empirical research is based on perceptions of 930 managers and 629 employees collected through a questionnaire survey from a variety of public (n = 35) and private sector organisations (n = 21). In total 1,559 responses were collected from the private sector (n = 827) and the public sector (n = 732). The hypotheses tested were that in the public sector, people report a lower level of readiness to change (ie, emotional involvement and commitment to change), a lower level of internal locus of control, a lower risk-taking reward orientation, and a higher level of participation in decision making in comparison to the private sector. Two-way analyses of variance, private versus public and managerial versus non-managerial positions of respondents, were performed. Results yielded significant main effects for each sector on locus of control, risk-taking reward orientation and readiness to change, and contribute to the debate on similarities and differences between public and private sector management. Some main effects cannot be interpreted in a straightforward manner, since significant interaction effects were observed between sectors and hierarchical position for the locus of control, risk-taking reward orientation, commitment to change, and emotional involvement. In brief, the hierarchical position of respondents is an important moderator variable that helps to explain differences between both sectors. The findings of this inquiry have noteworthy theoretical and managerial implications that are discussed throughout the article. Adapted from the source document.

This study compares aspects of change in Belgian public and private sector organisations, with references to individual aspects (readiness to change and the locus of control) and organisational aspects (participation in decision making and risk-taking reward orientation). The empirical research is based on perceptions of 930 managers and 629 employees collected through a questionnaire survey from a variety of public (n = 35) and private sector organisations (n = 21). In total 1,559 responses were collected from the private sector (n = 827) and the public sector (n = 732). The hypotheses tested were that in the public sector, people report a lower level of readiness to change (ie, emotional involvement and commitment to change), a lower level of internal locus of control, a lower risk-taking reward orientation, and a higher level of participation in decision making in comparison to the private sector. Two-way analyses of variance, private versus public and managerial versus non-managerial positions of respondents, were performed. Results yielded significant main effects for each sector on locus of control, risk-taking reward orientation and readiness to change, and contribute to the debate on similarities and differences between public and private sector management. Some main effects cannot be interpreted in a straightforward manner, since significant interaction effects were observed between sectors and hierarchical position for the locus of control, risk-taking reward orientation, commitment to change, and emotional involvement. In brief, the hierarchical position of respondents is an important moderator variable that helps to explain differences between both sectors. The findings of this inquiry have noteworthy theoretical and managerial implications that are discussed throughout the article. Adapted from the source document.

This study compares aspects of change in Belgian public and private sector organisations, with references to individual aspects and organisational aspects. The empirical research is based on perceptions of 930 managers and 629 employees collected through a questionnaire survey from a variety of public and private sector organisations. (Asia Pac J Public Adm/NIAS-Han)

Despite what we know about how organizations and their members respond to change, organizations continue to spend an inordinate amount of time confronting, mitigating, and dealing with failure during change. This special issue focuses on what happens when organizational change fails. Its goal is to enhance knowledge and advance theory regarding the processes and mechanisms that underlie the emergence of organizational change failure. In this editorial, we first take stock of the established perspectives on failure, and introduce an integrative approach to offer a more holistic account of the process of change failure. The framework constitutes a multilevel, interlocking strategy for future scholarship. It highlights how the evolving experience defines, creates, and enacts failure during change across three structures: the surface (i.e., context), intermediate (i.e., building block dimensions), and deep (i.e., enduring aspects) structures of failure. With this frame as its basis, the articles in the special issue prompt discussion of what exactly failure means for organizations and their members dealing with different accounts of change failure.