FROM SUPPORT TO MUTINY: SHIFTING LEGITIMACY JUDGMENTS AND EMOTIONAL REACTIONS IMPACTING THE IMPLEMENTATION OF RADICAL CHANGE

• 成果类型: Article
• 署名作者: Quy Nguyen Huy; Corley, Kevin G.; Kraatz, Matthew S.
• 署名单位: INSEAD Business School; Arizona State University; Arizona State University-Tempe; University of Illinois System; University of Illinois Chicago; University of Illinois Chicago Hospital
• 刊物名称: ACADEMY OF MANAGEMENT JOURNAL
• ISSN/ISSBN: 0001-4273
• DOI: 10.5465/amj.2012.0074
• 发表日期: 2014
• 页码: 1650-1680
• 关键词: STRATEGIC CHANGE; organizational-change; management; TRANSFORMATION; resistance; MODEL; institutions; SENSEMAKING; leadership; DYNAMICS

摘要

Based on a three-year inductive study of one organization's implementation of radical organizational change, we examine the critical role played by middle managers' judgments of the legitimacy of their top managers as change agents. Our analysis revealed middle managers' shifting judgments of the change agents' legitimacy that arose with their emotional reactions and produced rising resistance to the change effort. Our inductive model illustrates the dynamic, relational, and iterative relationships among change recipients' legitimacy judgments of change agents and arising emotional reactions in various phases of planned change, which explain recipients' emergent resistance to the change effort. Our model allows us to contribute to theory on radical organizational change, resistance to change, and legitimacy judgments.