IFPOC Symposium:Discovering antecedents and consequences of complex change recipients' reactions to organizational change.

IFPOC symposium: Discovering antecedents and consequences of complex change recipients' reactions to organizational change Chairs: Maria Vakola (Athens University of Economics and Business) & Karen Van Dam (Open University) Discussant: Mel Fugate (American University, Washington, D.C) State of the art Organisations are required to continuously change and develop but there is a high failure rate associated with change implementation success. In the past two decades, change researchers have started to investigate change recipients' reactions to change recognizing the crucial role of these reactions for successful change. This symposium aims at identifying and discussing the complex processes that underlie the relationships among antecedents, reactions and outcomes associated with organizational change. New perspective / contributions This symposium consists of five studies that extend our knowledge in the field by (i) providing an analysis of change recipients' reactions going beyond the dichotomous approaches (acceptance or resistance) (ii) revealing understudied antecedents-reactions and reactions-consequences patterns and relationships (iii) shedding light on the role of contextual factors i.e team climate and individual factors i.e emotion regulation on the adaptation to change. This symposium is based on a combination of both quantitative (i.e diary, survey) and qualitative (i.e interviews) research methodology. Research / practical implications This symposium aims to increase our understanding of the complex processes associated with change recipients' reactions to change. Discovering how these reactions are created and what are their results may reveal important contingencies that can explain how positive organizational outcomes during times of change can be stimulated which is beneficial for both researchers and practitioners

Daily Job Crafting and Adaptive Performance During Organizational Change:The Moderating Role of Managers' Influence Tactics

Is job crafting relevant for adaptive performance in the absence of managers’ effective influence tactics and the presence of ineffective tactics? Based on job demands-resources and conservation of resources theories, we examined whether employee daily job crafting behaviors (i.e., resources seeking, challenges seeking, demands reducing) interact with overall managers’ influence tactics during times of organizational change in explaining change outcomes. Twenty-nine hotel employees completed a questionnaire to evaluate their managers’ influence tactics, and then a diary for five consecutive workdays to assess daily job crafting behaviors and daily adaptive performance during a large-scale change. Multilevel analyses revealed that daily seeking resources related positively to adaptive performance particularly when specific managers’ influence tactics were low. These findings imply that employees compensate for the absence of managers’ influence tactics by seeking resources in order to facilitate their own adaptation to organizational changes

Business process re-engineering and organisational change : evaluation of implementation strategies

This thesis is based on research carried out within the CONDOR project funded underthe European ESPRIT programme, which is a partnership between English, French,and Swedish construction companies. The thesis aims at presenting empiricalevidence and discussion that moves toward a theory of successful implementation ofchange initiatives such as business process re-engineering trying to identif' its maincomponents. The thesis challenges the concept of business proàess re-engineeringtrying to add to the body of knowledge in this area through the development of a newbusiness process re-engineering methodology applied and evaluated in the three casestudies which were participated in the research.The research methodology used is a combination of quantitative and qualitativeresearch methods (triangulation technique). A major element of the thesis is theempirical work carried out, in which the researcher was actively involved using thenew business process re-engineering methodology.The analysis of both qualitative and quantitative results showed that the basis of asuccessful business process re-engineering should concern the development of someorganisational characteristics, which would prepare the organisation for a moreholistic form of organisational change.Finally, the thesis draws together the different problems and questions that arise inorder to develop a business process re-engineering strategy, based upon the literatureand empirical findings, in order to improve organisational effectiveness and help theorganisations to survive in a continuously changing environment

Spiraling work engagement and change appraisals : A three-wave longitudinal study during organizational change

In this longitudinal field study, we examine reciprocal relationships between within-person changes in work engagement and cognitive appraisals of change (threat and challenge) across an organizational merger. Examination of these cyclical relationships provides a more accurate understanding of the complexity of employees' experience of change and a new test of spiraling work engagement and cognitive appraisals. Latent change score modeling is used to analyze 3 waves of longitudinal survey data (N = 623). Our findings showed that engagement mitigated threat appraisals and enhanced challenge appraisals through pre- and postmerger phases. A reciprocal relationship between threat appraisal and engagement was also observed, such that threat fueled decreases in engagement throughout the merger. Challenge appraisal was associated with enhanced work engagement during the first merger phase. This examination advocates managers of change to foster employees' work engagement already prior to change endeavors, along with mitigating threat appraisals throughout organizational change events. Fostering positive challenge appraisals appears to be particularly important for employees' work engagement during times of major changes. Findings suggest that upward spiral of work engagement, as postulated on the basis of the broaden-and-build theory, may be more likely to occur through engagement mitigating negative cognitions (threat) than promoting positive cognitions (challenge).Peer reviewe

Valorizing the Human Capital Within Organizations : A Competency Based Approach

Changes in the business environment and in the nature of work itself require the implementation of integrated and flexible methodologies in competencies’ definition in order to valorize the human capital and achieve organizational targets in a future-oriented perspective. However, extant research suggests that the available approaches to competency definition are more focused on describing past behaviors than on anticipating future requirements. Therefore, this study endeavors to provide a competency-based model that supports the top management in the identification of the competencies employees should posses, highlighting crucial competencies that can translate the strategy and vision of the organization into behaviors, skills, and terms that people can easily understand and implement. The results of our explorative case study led us to identify a set of competencies (digital/analytical/technical/adaptive/combinative/proactive), classified following the Knowledge Skills Attitudes (KSA) model, that collectively lead to a successful definition of future-oriented competencies.© 2019 Springer. This is a post-peer-review, pre-copyedit version of an article published in Advances in Human Factors, Business Management and Society. AHFE 2018. The final authenticated version is available online at: https://doi.org/10.1007/978-3-319-94709-9_6fi=vertaisarvioitu|en=peerReviewed

Tomorrow’s Digital Worker : A Critical Review and Agenda for Building Digital Competency Models

In competency management studies, scholars call for the importance of digital savviness to hire, train, and develop new digital workers. Yet, the knowledge about the development of such a competence is still scarce. For this endeavor, we followed a systematic literature review to identify a sample of 103 published scientific articles and book chapters dealing with the development and implementation of competency tools in the past 10 years. To our surprise, our review suggests that the landscape of competency tools is surprisingly obsolete and that contemporary requirements of digitization have not yet been incorporated into updated usable competency tools. Through this review our hope is to provide competency managers and researchers with a framework to advance and upgrade their competency tools to address the gap between existing know how and the needed expertise of the digital world.© 2020 Springer. This is a post-peer-review, pre-copyedit version of an article published in Advances in Human Factors, Business Management and Leadership Proceedings of the AHFE 2020 Virtual Conferences on Human Factors, Business Management and Society, and Human Factors in Management and Leadership, July 16-20, 2020, USA. The final authenticated version is available online at: https://doi.org/10.1007/978-3-030-50791-6_14fi=vertaisarvioitu|en=peerReviewed