Online from: 1988
Subject Area: Organization Studies
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|Title:||Transformational change in organisations: a self-regulation approach|
|Author(s):||Joana R.C. Kuntz, (University of Canterbury, Canterbury, New Zealand), Jorge F.S. Gomes, (ISEG – Technical University of Lisbon, Lisbon, Portugal and CIS/ISCTE-LUI, Lisbon, Portugal)|
|Citation:||Joana R.C. Kuntz, Jorge F.S. Gomes, (2012) "Transformational change in organisations: a self-regulation approach", Journal of Organizational Change Management, Vol. 25 Iss: 1, pp.143 - 162|
|Keywords:||Behaviour, Interpretation, Organizational change, Readiness, Self-regulation theory, Sensemaking, Transformational change|
|Article type:||Conceptual paper|
|DOI:||10.1108/09534811211199637 (Permanent URL)|
|Publisher:||Emerald Group Publishing Limited|
Purpose – The purpose of the present paper is to advance a testable model, rooted on well-established control and self-regulation theory principles, explaining the causal links between change-related sensemaking, interpretation, readiness and subsequent behavioural action.
Design/methodology/approach – Following a review of the two motivation theories and clarification of change-related sensemaking, interpretation, and readiness concepts, the paper proposes a series of research propositions (illustrated by a conceptual model) clarifying how these concepts interact with self-regulating mechanisms. In addition, the feedback model exemplifies how cognitive processes triggered by new knowledge structures relate to behavioural action.
Findings – The model expands upon other existing frameworks by allowing the examination of multi-level factors that account for, and moderate causal links between, change-related sensemaking, interpretation, readiness, and behavioural action. Suggestions for future research and guidelines for practice are outlined.
Practical implications – The variables and processes depicted in the model provide guidelines for change management in organisations, both for individuals and for groups. By eliciting important self-regulating functions, change agents will likely facilitate sensemaking processes, positive interpretations of change, change readiness, and effective change behaviours.
Originality/value – This paper makes two contributions to the literature. First, it offers a comprehensive and dynamic account of the relationships between change-related sensemaking, interpretation, readiness, and behavioural action decision-making. Second, it elucidates the impact of human agency properties, namely the interplay of efficacy perceptions, social learning, and self-regulating mechanisms on these change-related cognitive processes and subsequent behavioural outcomes.
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