A grounded model of organizational schema change during empowerment

• 成果类型: Article
• 署名作者: Labianca, G; Gray, B; Brass, DJ
• 署名单位: Tulane University; Pennsylvania Commonwealth System of Higher Education (PCSHE); Pennsylvania State University; Pennsylvania State University - University Park; University of Kentucky
• 刊物名称: ORGANIZATION SCIENCE
• ISSN/ISSBN: 1047-7039
• DOI: 10.1287/orsc.11.2.235.12512
• 发表日期: 2000
• 页码: 235-257
• 关键词: organization change process; organizational schemas; empowerment; resistance to change; cognition

摘要

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.