Publicação
Transformational change in organisations: a self-regulation approach
| Resumo: | Purpose – The purpose of the present paper is to advance a testable model, rooted on well-established control and self-regulation theory principles, explaining the causal links between change-related sensemaking, interpretation, readiness and subsequent behavioural action. Design/methodology/approach – Following a review of the two motivation theories and clarification of change-related sensemaking, interpretation, and readiness concepts, the paper proposes a series of research propositions (illustrated by a conceptual model) clarifying how these concepts interact with self-regulating mechanisms. In addition, the feedback model exemplifies how cognitive processes triggered by new knowledge structures relate to behavioural action. Findings – The model expands upon other existing frameworks by allowing the examination of multi-level factors that account for, and moderate causal links between, change-related sensemaking,interpretation, readiness, and behavioural action. Suggestions for future research and guidelines for practice are outlined. Practical implications – The variables and processes depicted in the model provide guidelines for change management in organisations, both for individuals and for groups. By eliciting important self-regulating functions, change agents will likely facilitate sensemaking processes, positive interpretations of change, change readiness, and effective change behaviours. Originality/value – This paper makes two contributions to the literature. First, it offers a comprehensive and dynamic account of the relationships between change-related sensemaking, interpretation, readiness, and behavioural action decision-making. Second, it elucidates the impact of human agency properties, namely the interplay of efficacy perceptions, social learning, and self-regulating mechanisms on these change-related cognitive processes and subsequent behavioural outcomes. |
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| Autores principais: | Kuntz, Joana R.C. |
| Outros Autores: | Gomes, Jorge F. S. |
| Assunto: | Self-Regulation Theory Sensemaking Interpretation Readiness Transformational Change Organizational Change Behaviour |
| Ano: | 2012 |
| País: | Portugal |
| Tipo de documento: | artigo |
| Tipo de acesso: | acesso aberto |
| Instituição associada: | Universidade de Lisboa |
| Idioma: | inglês |
| Origem: | Repositório da Universidade de Lisboa |
| Resumo: | Purpose – The purpose of the present paper is to advance a testable model, rooted on well-established control and self-regulation theory principles, explaining the causal links between change-related sensemaking, interpretation, readiness and subsequent behavioural action. Design/methodology/approach – Following a review of the two motivation theories and clarification of change-related sensemaking, interpretation, and readiness concepts, the paper proposes a series of research propositions (illustrated by a conceptual model) clarifying how these concepts interact with self-regulating mechanisms. In addition, the feedback model exemplifies how cognitive processes triggered by new knowledge structures relate to behavioural action. Findings – The model expands upon other existing frameworks by allowing the examination of multi-level factors that account for, and moderate causal links between, change-related sensemaking,interpretation, readiness, and behavioural action. Suggestions for future research and guidelines for practice are outlined. Practical implications – The variables and processes depicted in the model provide guidelines for change management in organisations, both for individuals and for groups. By eliciting important self-regulating functions, change agents will likely facilitate sensemaking processes, positive interpretations of change, change readiness, and effective change behaviours. Originality/value – This paper makes two contributions to the literature. First, it offers a comprehensive and dynamic account of the relationships between change-related sensemaking, interpretation, readiness, and behavioural action decision-making. Second, it elucidates the impact of human agency properties, namely the interplay of efficacy perceptions, social learning, and self-regulating mechanisms on these change-related cognitive processes and subsequent behavioural outcomes. |
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