Influence of Participation in Strategic Change: Resistance, Organizational Commitment, and Goal Achievement
Lines, R. (2004). Influence of participation in strategic change: Resistance, organizational commitment and change goal achievement. Journal of Change Management, 4(3), 193-215. doi:10.1080/1469701042000221696
The main idea of this study is to analyze the influence of participation in the strategic change process. Lines (2004) evaluated five hypotheses, which state, 1) participation in strategy processes has a positive relationship on the organization’s post change effectiveness, 2) resistance towards change negatively affects participation, 3) participation and achievement of change goals have a positive relationship, 4) the effects of participation are negatively affected by the relationship of the change with the organization’s culture, and 5) the level of compatibility of change with the change recipient’s objectives negatively affects participation. The data that have been used in this study comes from a major strategic reorientation of a national telecommunications company. In general, the results encourage participation in the workplace due to the positive outcomes from it. The only drawback with participation is that it is negatively related to resistance to change. Finally, Lines (2004) recommended further studies to validate the final findings of the study.
Evaluation:
Lines (2004) stated his premise and hypotheses, results, limitations, and recommendation. Although the statistical analyses were complex, Lines explained their implications well. This study is useful because it has shown the top and middle managers the degree of participation’s effectiveness on the outcomes. However, the article was not easy to understand because it used a lot of jargon.
The most influential articles in the reference list:
The most three influential articles in the reference list, ordered from most to least influential, are 1) Upper echelons: The organization as a reflection of its top managers, written by Hambrick, D.C. and Mason, P. (1984), 2) Development of
The main idea of this study is to analyze the influence of participation in the strategic change process. Lines (2004) evaluated five hypotheses, which state, 1) participation in strategy processes has a positive relationship on the organization’s post change effectiveness, 2) resistance towards change negatively affects participation, 3) participation and achievement of change goals have a positive relationship, 4) the effects of participation are negatively affected by the relationship of the change with the organization’s culture, and 5) the level of compatibility of change with the change recipient’s objectives negatively affects participation. The data that have been used in this study comes from a major strategic reorientation of a national telecommunications company. In general, the results encourage participation in the workplace due to the positive outcomes from it. The only drawback with participation is that it is negatively related to resistance to change. Finally, Lines (2004) recommended further studies to validate the final findings of the study.
Evaluation:
Lines (2004) stated his premise and hypotheses, results, limitations, and recommendation. Although the statistical analyses were complex, Lines explained their implications well. This study is useful because it has shown the top and middle managers the degree of participation’s effectiveness on the outcomes. However, the article was not easy to understand because it used a lot of jargon.
The most influential articles in the reference list:
The most three influential articles in the reference list, ordered from most to least influential, are 1) Upper echelons: The organization as a reflection of its top managers, written by Hambrick, D.C. and Mason, P. (1984), 2) Development of