A Collective Action Process Model For Attitudes To Organizational Change

2017 ◽  
Vol 2017 (1) ◽  
pp. 10346
Author(s):  
Gavin M. Schwarz ◽  
Dave Bouckenooghe
Keyword(s):  
Organizational Change ◽  
Collective Action ◽  
Process Model ◽  
Action Process

scholarly journals Ecosystem Legitimacy Emergence: A Collective Action View

2021 ◽  
pp. 014920632098661
Author(s):  
Llewellyn D. W. Thomas ◽  
Paavo Ritala
Keyword(s):  
Collective Action ◽  
Identity Construction ◽  
Process Model ◽  
External Environment ◽  
Process Approach ◽  
Organizational Forms ◽  
Value Proposition ◽  
External Actors ◽  
Emerging Ecosystems

Ecosystems—communities of interdependent yet hierarchically independent heterogeneous participants who collectively generate an ecosystem value proposition—often emerge through collective action, where ecosystem participants interact with each other and the external environment. When such organizational forms are emerging, they require legitimacy to overcome the “liability of newness.” Adopting a collective action lens and taking a legitimacy-as-process approach, we propose a process model of ecosystem collective action, where an orchestrator, complementors, users, and external actors together drive ecosystem legitimacy. We identify three key legitimation processes—discursive legitimation, performative legitimation, and ecosystem identity construction—and demonstrate how these three processes together facilitate the emergence of ecosystem legitimacy and reduce the liability of newness of emerging ecosystems.

Organizational Structure from Interaction: Evidence from Corporate Sustainability Efforts

2019 ◽  
Vol 65 (1) ◽  
pp. 226-271 ◽  
Author(s):  
Sara B. Soderstrom ◽  
Klaus Weber
Keyword(s):  
Organizational Change ◽  
Process Model ◽  
Corporate Sustainability ◽  
Organizational Structures ◽  
Organizational Sustainability ◽  
Political Processes ◽  
Political Resources ◽  
Distributed Processes ◽  
Dynamic View

We advance interactionist perspectives on how organizational structures emerge in new issue domains. Our study is grounded in field data collected over 18 months at a large biomedical company that sought to become more sustainable. Over that period, some sustainability-related issues became firmly embedded in formal structures and procedures, while others faltered. We identify the quality of situational interactions among organizational members as the engine behind the structuring of organizational sustainability efforts. Successful interactions generated traces of attention, motivation, knowledge, relationships, and resources that linked fleeting interactions to emergent organizational structures. Our findings point to the importance of internal advocates and distributed processes at middle and lower levels for developing organizational structures, and we show that advocates’ interests, commitments, and identities are altered in the course of repeated interactions, as are the political resources available to them. Paying attention to situation-level interactions thus results in a more dynamic view of the emergence of formal structures through political processes. We develop a process model that informs structuration perspectives on organizational change by showing how social interaction dynamics can account for divergent levels of structuring within the same domain. The model also advances political perspectives on organizational change by unpacking the situational underpinnings of advocacy efforts and collective mobilization around issues.

scholarly journals Generating tensions: A multilevel, process analysis of organizational change

2017 ◽  
Vol 17 (1) ◽  
pp. 8-37 ◽  
Author(s):  
Alexia Panayiotou ◽  
Linda L Putnam ◽  
George Kassinis
Keyword(s):  
Organizational Change ◽  
Process Model ◽  
Qualitative Data ◽  
Process Analysis ◽  
Music Industry ◽  
Unintended Consequences ◽  
Dialectical Tensions ◽  
Ongoing Process ◽  
Start Up ◽  
Organizational Levels

Working within a Bakhtinian perspective of relational dialectical tensions, this study seeks to elaborate on current organizational change theories through a rich set of qualitative data collected on an Internet start-up that revolutionized the music industry. Following the company for 12 years, we focused on the tensions arising during the company’s development and on the responses to these tensions. Our results indicate that with a process model, tensions and decisions develop in a reflexive relationship, which shows that change happens, not in spite of unintended consequences, but because of the unintended consequences of the decisions enacted. We show that change is not always the result of deliberate intentions, conscious choices, and purposeful actions of individuals, but rather as an ongoing process that evolves through countervailing dynamics at multiple organizational levels. Tensions and responses to them are pivotal to this process of changing and should be analyzed as directional markers for future oppositional struggles. Consistent with the Bakhtinian position, we find that change occurs within the interplay of tensions as actors live out struggles and decisions in the midst of organizing.

Exploring the Crisis of the Reform Movement in Iran (1997–2005)

2016 ◽  
Vol 17 (3) ◽  
pp. 386-409
Author(s):  
SEYED AMIR NIAKOOEE
Keyword(s):  
Social Movements ◽  
Collective Action ◽  
Social Movement ◽  
Process Model ◽  
Political Process ◽  
Reform Movement ◽  
The Political ◽  
Political Opportunity ◽  
Framing Processes ◽  
Comprehensive Framework

AbstractThe Second Khordad Movement was a democratic social movement in contemporary Iran. Investigation of this movement revealed two images, of flourish and of decline, as the movement was first generally successful until early 2000 and thereafter began to regress from the spring of that year onwards. The purpose of this article is to provide a comprehensive framework in which to examine the reasons behind the movement's failure and regression. To this end, the study utilizes the literature on social movements, especially the political process model, and attempts to explain the initial success and subsequent decline of the movement based on elements such as political opportunity, framing processes, mobilizing structures, and the repertoire of collective action.

scholarly journals Local Adaptation Without Work Intensification: Experimentalist Governance of Digital Technology for Mutually Beneficial Role Reconfiguration in Organizations

2021 ◽  
Author(s):  
Katherine C. Kellogg
Keyword(s):  
Collective Action ◽  
Digital Technology ◽  
Ethnographic Study ◽  
Central Unit ◽  
Beneficial Role ◽  
Loss Of Autonomy ◽  
Technology Introduction ◽  
Work Intensification ◽  
Experimentalist Governance ◽  
Action Process

This 1.5-year ethnographic study of a U.S. medical center shows that avoiding loss of autonomy and work intensification for less powerful actors during digital technology introduction and integration presents a multisited collective action challenge. I found that technology-related participation problems, threshold problems, and free rider problems may arise during digital technology introduction and integration that enable loss of autonomy and work intensification for less powerful actors. However, the emergence of new triangles of power allows for novel coalitions between less powerful actors and newly powerful third-party actors that can help mitigate this problem. I extend the political science perspective of experimentalist governance to examine how a digital technology-focused, iterative collective action process of local experimentation followed by central revision can facilitate mutually beneficial role reconfiguration during digital technology introduction and integration. In experimentalist governance of digital technology, local units are given discretion to adapt digital technologies to their specific contexts. A central unit composed of diverse actors then reviews progress across local units integrating similar digital technology to negotiate a new shared understanding of mutually beneficial technology-related tasks for each group of actors. The central unit modifies both local routines and the technology itself in response to problems and possibilities revealed by the central revision process, and the cycle repeats. Here, accomplishing mutually beneficial role reconfiguration occurs through an experimentalist, collective action process rather than through a labor-management bargaining process or a professional-led tuning process.

The Life Cycle Process Model

2021 ◽  
pp. 304-312
Author(s):  
Marshall Scott Poole ◽  
Andrew H. Van de Ven
Keyword(s):  
Organizational Change ◽  
Life Cycle ◽  
Process Model ◽  
Multiple Forms ◽  
The Core ◽  
Future Developments ◽  
Life Cycle Models ◽  
Life Cycle Process ◽  
Core Features

This chapter describes the core features of life cycle models of organizational change. These models of change are also referred to as regulated, mandated, prescribed, imposed, logically necessary, or prefigured in advance of their execution. Life-cycle models do not imply that an actor must passively comply with mandated changes; actors may be proactive individuals who adapt to their environments and make use of rules to accomplish their purposes. The strengths, challenges, and stages of life cycle models are examined, and future developments advancing life cycle models by considering the role of choice and of multiple forms of agency are advocated.

A process model of managing organizational change during business process redesign

2014 ◽  
Vol 20 (6) ◽  
pp. 971-998 ◽  
Author(s):  
Arijit Sikdar ◽  
Jayashree Payyazhi
Keyword(s):  
Organizational Change ◽  
Business Process ◽  
Process Model ◽  
Process Management ◽  
Process Reengineering ◽  
Process Change ◽  
Content Type ◽  
Process Redesign ◽  
Process Implementation ◽  
Corporate Change

Purpose – Business process implementation has been primarily seen as a redesign of the workflow with the consequent organizational change assumed to be taking place automatically or through a process of “muddling through”. Although evidence suggests that 70 per cent of business process reengineering programmes have failed due to lack of alignment with corporate change strategy, the question of alignment of workflow redesign with the organizational change process has not received adequate attention. The purpose of this paper is to provide a framework for managing organizational change in a structured manner during workflow redesign, a perspective missing in the literature on business process management (BPM) implementation. Design/methodology/approach – This paper attempts to integrate the 8-S dimensions of Higgins model across the different phases of workflow redesign to develop a process framework of managing organizational change during BPM workflow redesign. As an exploratory study the paper draws on existing literature on BPM and change alignment to conceptualize an alignment framework of associated managerial activities involved during different phases of BPM workflow redesign. The framework is evaluated against two case studies of business process implementation to substantiate how lack of alignment leads to failure in BPM implementation. Findings – The paper provides a conceptual framework of how organizational change should be managed during BPM implementation. The model suggests the sequence of alignment of the 8-S dimensions (Higgins, 2005) with the different phases of the workflow redesign and identifies the role of the managerial levels in the organization in managing the alignment of the 8-S dimensions during business process change. Practical implications – This framework would provide managers with an execution template of how to achieve alignment of the workflow redesign with the 8-S dimensions thus facilitating effective organizational change during business process implementation. Originality/value – This paper proposes a process model of how organizational elements should be aligned with the workflow redesign during business process change implementation. No such model is available in BPM literature proposing alignment between hard and soft factors.

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