Document Type
Article
Publication Date
5-1-2004
Abstract
This research attempts to correlate outcomes of the change process as changes in work behaviors\, the individual response to change on the frontlines of an organization\, in terms of change content and process attributes. A goal of the research was to use existing research to develop an integrated understanding of what happens when change is implemented by understanding potential mechanisms that may be involved in influencing successful change. A causal model of organizational change is developed\, based upon the theory of planned behavior\, with attitude as a precursor to changes in work routines\, and causal linkages are hypothesized via three influence mechanisms; structural\, efficacy\, and social. The model is tested in two different settings\, and the results suggest that the three mechanisms play a different role during formation of behavioral intention and manifestation of behaviors. The study reinforces the use of traditional intervention strategies like participation\, leadership and communication but highlights the role of supervisors of frontline staff\, the importance of consistency of organizational change interventions\, and the role of affective response during change.,Doctorate of Management Programs
Keywords
Organizational change--Management
Rights
© The Author(s). Kelvin Smith Library provides access for non-commercial, personal, or research use only. All other use, including but not limited to commercial or scholarly reproductions, redistribution, publication or transmission, whether by electronic means or otherwise, without prior written permission is strictly prohibited.
Department/Center
Design & Innovation
Recommended Citation
Nakra, Manoj, "Change on the Frontlines: A Perspective from the Trenches" (2004). Student Scholarship. 626.
https://commons.case.edu/studentworks/626