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Cited by 357

The DOI matches its Crossref record; 8 of the 8 references it cites were found in a registry or an index.

A Grounded Model of Organizational Schema Change During Empowerment

Labianca, Giuseppe, Gray, Barbara, Brass, Daniel J.·2000·Organization Science

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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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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