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A Grounded Model of Organizational Schema Change During Empowerment
Abstract
We analyzed employee resistance to an organizational change project in which employees were empowered to participate in the design of a new organizational structure. What emerged from our analysis was the importance of cognitive barriers to empowerment. Employees' resistance appeared to be motivated less by intentional self-interest than by the constraints of well-established, ingrained schemas. Resistance was also fueled by skepticism among the employees about management's commitment to the new decision-making schema, especially because employees judged managerial actions to be inconsistent with their new espoused framework. A grounded model of schema change is developed for changes in organizational decision-making schemas during empowerment efforts. Theoretical implications and suggestions for improving organizational change efforts are proposed.
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Cites
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Cited by
Seeking Qualitative Rigor in Inductive Research: Notes on the Gioia Methodology
Gioia, D. A., Corley, K. G., & Hamilton, A. L. (2013) · Organizational Research Methods · doi:10.1177/1094428112452151 · Cited by 13,227
Sensemaking in organizations: Taking stock and moving forward
Maitlis, S., & Christianson, M. (2014) · Academy of Management Annals · doi:10.5465/19416520.2014.873177 · Cited by 1,764
NISHII, L. H., LEPAK, D. P., & SCHNEIDER, B. (2008) · Personnel Psychology · doi:10.1111/j.1744-6570.2008.00121.x · Cited by 1,410
Reconsidering the Trade-off Between Expertise and Flexibility: a Cognitive Entrenchment Perspective
Dane, E. (2010) · Academy of Management Review · doi:10.5465/amr.35.4.zok579 · Cited by 603
Metadata
- Authors
- Labianca, G., Gray, B., & Brass, D. J.
- Venue
- Organization Science
- Published
- 2000-04
- Volume
- 11
- Issue
- 2
- Pages
- 235-257
- ISSN
- 1047-7039 (ISSN-L)
- 1526-5455
- OpenAlex
- W2135175878
- Cited by
- 357
- References
- 8
- FWCI
- 8.13
- Type
- journal article
- Language
- en
- Open access
- closed
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