Assignment: ORGANIZATIONAL CHANGE
Case Overview
Read the assigned papers for this week.
Case Assignment
Extend the literature review provided to you in the reading list by at least 2 more papers (ideally recent) on organizational change research.
Based on the extended literature review, write a paper, addressing the following issues:
1. What is organizational change?
2. What are the key theories and findings of organizational change research?
3. What are the key implications for management practice?
4. Why should we study organizational change?
Organize your paper in a scholarly way. Add section titles when necessary. Explain your logic and when appropriate, use external sources and use proper citations.
Conclude your report with a paragraph or so evaluating the entire exercise in terms of what you have learned and your reflections on the topic.
The paper is usually between 5 and 12 pages long.
Assignment Expectations
1. Able to understand the key themes in the reading list.
2. Able to understand organizational change theories, findings and implications.
3. Answer the questions with clarity, depth and critical thinking.
4. Completeness and coherence: Chain of thought is easy to follow.
5. Collected relevant evidences and consulted additional papers/resources to support the propositions.
6. Paper is clearly written with appropriate format. Reference list is complete. Citation is properly done.
Paper is written clearly, with appropriate format. Reference list is complete. Citation is properly done.
NOTE:
Case OUTCOMES.
• Understand theories of organizational change, trends in this line of research, and its implications for management research and practice.
ORGANIZATIONAL CHANGE
Required Materials
Battilana, J., & Casciaro, T. (2012). Change Agents, Networks, and Institutions: A Contingency Theory of Organizational Change. Academy Of Management Journal, 55(2), 381-398.
Caldwell, S. D., Herold, D. M., & Fedor, D. B. (2004). Toward an Understanding of the Relationships among Organizational Change, Individual Differences, and Changes in Person-Environment Fit: A Cross-Level Study. Journal of Applied Psychology, 89(5), 868-882. doi:10.1037/0021-9010.89.5.868
Dutton, J. E., Ashford, S. J., O'Neill, R. M., & Lawrence, K. A. (2001). Moves that matter: Issue selling and organizational change. Academy of Management Journal, 44, 716-736.
Herscovitch, L., & Meyer, J. P. (2002). Commitment to organizational change: Extension of a three-component model. Journal of Applied Psychology, 87, 474-487.
Judge, T. A., Thoresen, C. J., Pucik, V., & Welbourne, T. M. 1999. Managerial coping with organizational change: A dispositional perspective. Journal of Applied Psychology, 84: 107 - 122.
Optional Materials
Kabanoff, B., Waldersee, R, & Cohen, M. 1995. Espoused values and organizational change themes. Academy of Management Journal, 38: 1075 - 1104.
Lam, S. S. K., & Schaubroeck, J. (2000). A field experiment testing frontline opinion leaders as change agents. Journal of Applied Psychology, 85, 987-995.
Lau, C. M., & Woodman, R. W. 1995. Understanding organizational change: A schematic perspective. Academy of Management Journal, 38: 537 - 554.
LePine, J. A., Colquitt, J. A., & Erez, A. (2000). Adaptability to changing task contexts: Effects of general cognitive ability, conscientiousness, and openness to experience. Personnel Psychology, 53, 563-593.