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May 13 2020
Annotated Bibliography: Change Management 3
Annotated Bibliography: Change Management
Article 1: Battilana, J. and Casciaro, T. (2013). Overcoming Resistance to Organizational Change: Strong Ties and Affective Cooptation. Management Science, 59(4), pp.819-836.
In this article author states that changes in organizations prevent their mutual network's resistance to change agents. The authors assumed that the strong relationship between the potentially influential people would increase the chances of accepting change. They believe that the change comes out of a less organized condition, more effectively; the resistance to resistive reactions increases the chances of changing the chamber due to the agent's relation. Data assumes the assumption that change agents use social organizations as political tools to shape their institutions. This research examines how the long-term impact on employee attitudes and turnover can affect. Assume that the impact of Bad Change Management History Trust, Job Resolutions, Sinicism and other various employees will be affected. Data is based on assumptions that change leaders need to be aware of the history of change management rather than focus on a new direction. The author also shows a strong relationship with the members of a potentially effective organization that provides a resistance to the changes that are contradictory to the change. This association increases the probability that the organization will
ing about change. By contrast, strong relationships with members of a potentially influential organization, which dislike changing radical changes, are effective tools for effective action only when there is no institutional change. Along with different changes, the benefits of a strong relationship with resistant agents are weak and they reduce the chances of changing which reduces the possibility of acceptance change.
Article 2: Dahl, M. (2011). Organizational Change and Employee Stress. Management Science, 57(2), pp.240-256.
In this article author article how organizational changes can affect the health of the employee. The author has retracted that changing the organization increases the risk of a negative tension for employees. He measured the organizational changes in degree and width and tested his hypotheses, and comparing the number of stress-related medicines, determined before, during and after the organization's reversal. If the data is being supported by its high hypothesis and during the changing period of their organization, staff stress has been shown to be more likely to determine drug-related medicines. This article analyzes the relationship between organizational changes and employee health. It alters the potential negative impact of the change in employee level. In addition, it responds to organizational changes and responds to how the employee relates to the ongoing debate. Author also states that change management is required so that the risk of negative stress increases. According to the findings, it indicates that there is a significant increase in the risk profile of stress-related medicines, especially those who have made extensive changes in various dimensions. In this way, organizational changes are associated with the important risks in health problems. The following things have been explored in these respective categories, as well as in different types of companies and employees of various sectors.
Article 3: Kim, J., Song, E. and Lee, S. (2013). Organizational change and employee organizational identification: Mediation of perceived uncertainty. Social Behavior and Personality: an international journal, 41(6), pp.1019-1034.
In this article author studies how organizational changes related to the employee’s feelings of organizational identity. The authors assume that the speed and scale of an organization's change will increase the employee's level of uncertainty and this will strengthen the identity of the organization. Data asserted that the staff could really develop a strong idea of organizational recognition at the time of support, hypotheses, and uncertainty. The authors also predicted that the employee retention of border permeability in the associations would govern the proposed relations. Employees working in Korean companies attended a survey to report their experiences of major organizational changes, their uncertainty, and institutional recognition. The results of the analysis support the proposed translation: both the intermediate effect of uncertainty and the moderate impact of border permeability. Conclusions are discussed in the management and theoretical results.
Article 4: Zogjani, J. and Raçi, S. (2015). The Role of Leadership in Achieving Sustainable Organizational Change and the Main Approaches of Leadership during Organizational Change. Academic Journal of Interdisciplinary Studies.
It was found in this article that due to the leadership of a transformational card, some of the organizational changes of time have influenced employee engagement and behavioral response. The authors assume that the change in the organization will affect...