VISIONS OF CHANGE AS VISIONS OF CONTINUITY

• 成果类型: Article
• 署名作者: Venus, Merlijn; Stam, Daan; Van Knippenberg, Daan
• 署名单位: University of Amsterdam; Erasmus University Rotterdam - Excl Erasmus MC; Erasmus University Rotterdam; Drexel University
• 刊物名称: ACADEMY OF MANAGEMENT JOURNAL
• ISSN/ISSBN: 0001-4273
• DOI: 10.5465/amj.2015.1196
• 发表日期: 2019
• 页码: 667-690
• 关键词: SOCIAL IDENTITY THEORY; organizational-change; transformational leadership; CHARISMATIC LEADERSHIP; STATISTICAL CONTROL; STRATEGIC CHANGE; individual-differences; METHOD VARIANCE; monte-carlo; METHOD BIAS

摘要

Despite wide consensus that leader vision is a key vehicle for leaders to motivate followers to support organizational change, it remains far from clear what characterizes an effective vision of change. Research on organizational change that has used a social identity perspective has asserted that one important reason why followers resist change is because change may pose a threat to their subjective sense of continuity of organizational identity. Accordingly, we hypothesize that leaders that communicate visions of change can address this resistance by assuring followers that the essence of the organizational identity will remain unchanged-making their vision of change also a vision of continuity. In line with our proposition that collective continuity is valued because it serves an uncertainty-reduction function, such visions should be more predictive of vision effectiveness the higher follower work-related uncertainty. Across a field study and an experimental study we find support for these predictions.