Change management interventions : taking stock and moving forward

Gespeichert in:

Autor*in:	Hagl, Christina [verfasserIn] Kanitz, Rouven [verfasserIn] Gonzalez, Katerina [verfasserIn] Högl, Martin [verfasserIn]

Format:	E-Artikel
Sprache:	Englisch

Erschienen:	2024

Schlagwörter:	Change implementation Change leadership Change management Change management interventions Change support

Übergeordnetes Werk:	Enthalten in: Human resource management review - Amsterdam [u.a.] : Elsevier Science, 1991, 34(2024), 1 vom: März, Artikel-ID 101000, Seite 1-26
Übergeordnetes Werk:	volume:34 ; year:2024 ; number:1 ; month:03 ; elocationid:101000 ; pages:1-26

Links:	Link aufrufen Link aufrufen

DOI / URN:	10.1016/j.hrmr.2023.101000

Katalog-ID:	1879423588

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982			\|2 26 \|1 00 \|x DE-206 \|b Change management interventions (CMIs) are intentional activities that managers employ to facilitate planned organizational change by influencing employee receptivity to and adoption of that change. CMIs have been unclearly conceptualized and empirical insights on CMIs have become disjointed across research communities, limiting our understanding of the nature and effects CMIs can have. To address this shortcoming, we integrate and build on existing frameworks to provide an overview of the empirically studied CMI types, their mechanisms, and their outcomes. From our review of 119 empirical studies, we find that there are six overarching CMI types (and 14 sub-types): (1) communication (informing, framing, dialogic), (2) support (training, coaching, organizational change support), (3) involvement (consulting, co-creating, co-deciding), (4) reinforcement (rewards and goal-setting), (5) social influence (role modeling and peer exchange), and (6) coercion. Furthermore, based on our results, we encourage researchers to continue to strengthen an intervention-focused and context-sensitive approach to organizational change in the following underexplored areas: conceptualizing and measuring CMIs, bundles and interactions of CMIs, boundary conditions of CMIs, unintended consequences of CMIs, and the use of digital technology to enhance CMIs.

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allfields	10.1016/j.hrmr.2023.101000 doi (DE-627)1879423588 (DE-599)KXP1879423588 DE-627 ger DE-627 rda eng Hagl, Christina verfasserin aut Change management interventions taking stock and moving forward Christina Hagl, Rouven Kanitz, Katerina Gonzalez, Martin Hoegl 2024 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Change implementation (dpeaa)DE-206 Change leadership (dpeaa)DE-206 Change management (dpeaa)DE-206 Change management interventions (dpeaa)DE-206 Change support (dpeaa)DE-206 Kanitz, Rouven verfasserin (DE-588)1177915286 (DE-627)1049007417 (DE-576)517605813 aut Gonzalez, Katerina verfasserin aut Högl, Martin verfasserin (DE-588)138406383 (DE-627)601704231 (DE-576)307459810 aut Enthalten in Human resource management review Amsterdam [u.a.] : Elsevier Science, 1991 34(2024), 1 vom: März, Artikel-ID 101000, Seite 1-26 Online-Ressource (DE-627)320052060 (DE-600)2026359-4 (DE-576)252902564 1053-4822 nnns volume:34 year:2024 number:1 month:03 elocationid:101000 pages:1-26 https://www.sciencedirect.com/science/article/pii/S1053482223000530/pdfft?md5=376256c529bcaff21a43ed21642afd18&pid=1-s2.0-S1053482223000530-main.pdf Verlag lizenzpflichtig https://doi.org/10.1016/j.hrmr.2023.101000 Resolving-System lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_101 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_370 GBV_ILN_602 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2088 GBV_ILN_2106 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2507 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4242 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 34 2024 1 3 101000 1-26 26 01 0206 4471941526 x1z 29-01-24 26 00 DE-206 Change management interventions (CMIs) are intentional activities that managers employ to facilitate planned organizational change by influencing employee receptivity to and adoption of that change. CMIs have been unclearly conceptualized and empirical insights on CMIs have become disjointed across research communities, limiting our understanding of the nature and effects CMIs can have. To address this shortcoming, we integrate and build on existing frameworks to provide an overview of the empirically studied CMI types, their mechanisms, and their outcomes. From our review of 119 empirical studies, we find that there are six overarching CMI types (and 14 sub-types): (1) communication (informing, framing, dialogic), (2) support (training, coaching, organizational change support), (3) involvement (consulting, co-creating, co-deciding), (4) reinforcement (rewards and goal-setting), (5) social influence (role modeling and peer exchange), and (6) coercion. Furthermore, based on our results, we encourage researchers to continue to strengthen an intervention-focused and context-sensitive approach to organizational change in the following underexplored areas: conceptualizing and measuring CMIs, bundles and interactions of CMIs, boundary conditions of CMIs, unintended consequences of CMIs, and the use of digital technology to enhance CMIs.
spelling	10.1016/j.hrmr.2023.101000 doi (DE-627)1879423588 (DE-599)KXP1879423588 DE-627 ger DE-627 rda eng Hagl, Christina verfasserin aut Change management interventions taking stock and moving forward Christina Hagl, Rouven Kanitz, Katerina Gonzalez, Martin Hoegl 2024 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Change implementation (dpeaa)DE-206 Change leadership (dpeaa)DE-206 Change management (dpeaa)DE-206 Change management interventions (dpeaa)DE-206 Change support (dpeaa)DE-206 Kanitz, Rouven verfasserin (DE-588)1177915286 (DE-627)1049007417 (DE-576)517605813 aut Gonzalez, Katerina verfasserin aut Högl, Martin verfasserin (DE-588)138406383 (DE-627)601704231 (DE-576)307459810 aut Enthalten in Human resource management review Amsterdam [u.a.] : Elsevier Science, 1991 34(2024), 1 vom: März, Artikel-ID 101000, Seite 1-26 Online-Ressource (DE-627)320052060 (DE-600)2026359-4 (DE-576)252902564 1053-4822 nnns volume:34 year:2024 number:1 month:03 elocationid:101000 pages:1-26 https://www.sciencedirect.com/science/article/pii/S1053482223000530/pdfft?md5=376256c529bcaff21a43ed21642afd18&pid=1-s2.0-S1053482223000530-main.pdf Verlag lizenzpflichtig https://doi.org/10.1016/j.hrmr.2023.101000 Resolving-System lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_101 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_370 GBV_ILN_602 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2088 GBV_ILN_2106 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2507 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4242 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 34 2024 1 3 101000 1-26 26 01 0206 4471941526 x1z 29-01-24 26 00 DE-206 Change management interventions (CMIs) are intentional activities that managers employ to facilitate planned organizational change by influencing employee receptivity to and adoption of that change. CMIs have been unclearly conceptualized and empirical insights on CMIs have become disjointed across research communities, limiting our understanding of the nature and effects CMIs can have. To address this shortcoming, we integrate and build on existing frameworks to provide an overview of the empirically studied CMI types, their mechanisms, and their outcomes. From our review of 119 empirical studies, we find that there are six overarching CMI types (and 14 sub-types): (1) communication (informing, framing, dialogic), (2) support (training, coaching, organizational change support), (3) involvement (consulting, co-creating, co-deciding), (4) reinforcement (rewards and goal-setting), (5) social influence (role modeling and peer exchange), and (6) coercion. Furthermore, based on our results, we encourage researchers to continue to strengthen an intervention-focused and context-sensitive approach to organizational change in the following underexplored areas: conceptualizing and measuring CMIs, bundles and interactions of CMIs, boundary conditions of CMIs, unintended consequences of CMIs, and the use of digital technology to enhance CMIs.
allfields_unstemmed	10.1016/j.hrmr.2023.101000 doi (DE-627)1879423588 (DE-599)KXP1879423588 DE-627 ger DE-627 rda eng Hagl, Christina verfasserin aut Change management interventions taking stock and moving forward Christina Hagl, Rouven Kanitz, Katerina Gonzalez, Martin Hoegl 2024 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Change implementation (dpeaa)DE-206 Change leadership (dpeaa)DE-206 Change management (dpeaa)DE-206 Change management interventions (dpeaa)DE-206 Change support (dpeaa)DE-206 Kanitz, Rouven verfasserin (DE-588)1177915286 (DE-627)1049007417 (DE-576)517605813 aut Gonzalez, Katerina verfasserin aut Högl, Martin verfasserin (DE-588)138406383 (DE-627)601704231 (DE-576)307459810 aut Enthalten in Human resource management review Amsterdam [u.a.] : Elsevier Science, 1991 34(2024), 1 vom: März, Artikel-ID 101000, Seite 1-26 Online-Ressource (DE-627)320052060 (DE-600)2026359-4 (DE-576)252902564 1053-4822 nnns volume:34 year:2024 number:1 month:03 elocationid:101000 pages:1-26 https://www.sciencedirect.com/science/article/pii/S1053482223000530/pdfft?md5=376256c529bcaff21a43ed21642afd18&pid=1-s2.0-S1053482223000530-main.pdf Verlag lizenzpflichtig https://doi.org/10.1016/j.hrmr.2023.101000 Resolving-System lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_101 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_370 GBV_ILN_602 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2088 GBV_ILN_2106 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2507 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4242 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 34 2024 1 3 101000 1-26 26 01 0206 4471941526 x1z 29-01-24 26 00 DE-206 Change management interventions (CMIs) are intentional activities that managers employ to facilitate planned organizational change by influencing employee receptivity to and adoption of that change. CMIs have been unclearly conceptualized and empirical insights on CMIs have become disjointed across research communities, limiting our understanding of the nature and effects CMIs can have. To address this shortcoming, we integrate and build on existing frameworks to provide an overview of the empirically studied CMI types, their mechanisms, and their outcomes. From our review of 119 empirical studies, we find that there are six overarching CMI types (and 14 sub-types): (1) communication (informing, framing, dialogic), (2) support (training, coaching, organizational change support), (3) involvement (consulting, co-creating, co-deciding), (4) reinforcement (rewards and goal-setting), (5) social influence (role modeling and peer exchange), and (6) coercion. Furthermore, based on our results, we encourage researchers to continue to strengthen an intervention-focused and context-sensitive approach to organizational change in the following underexplored areas: conceptualizing and measuring CMIs, bundles and interactions of CMIs, boundary conditions of CMIs, unintended consequences of CMIs, and the use of digital technology to enhance CMIs.
allfieldsGer	10.1016/j.hrmr.2023.101000 doi (DE-627)1879423588 (DE-599)KXP1879423588 DE-627 ger DE-627 rda eng Hagl, Christina verfasserin aut Change management interventions taking stock and moving forward Christina Hagl, Rouven Kanitz, Katerina Gonzalez, Martin Hoegl 2024 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Change implementation (dpeaa)DE-206 Change leadership (dpeaa)DE-206 Change management (dpeaa)DE-206 Change management interventions (dpeaa)DE-206 Change support (dpeaa)DE-206 Kanitz, Rouven verfasserin (DE-588)1177915286 (DE-627)1049007417 (DE-576)517605813 aut Gonzalez, Katerina verfasserin aut Högl, Martin verfasserin (DE-588)138406383 (DE-627)601704231 (DE-576)307459810 aut Enthalten in Human resource management review Amsterdam [u.a.] : Elsevier Science, 1991 34(2024), 1 vom: März, Artikel-ID 101000, Seite 1-26 Online-Ressource (DE-627)320052060 (DE-600)2026359-4 (DE-576)252902564 1053-4822 nnns volume:34 year:2024 number:1 month:03 elocationid:101000 pages:1-26 https://www.sciencedirect.com/science/article/pii/S1053482223000530/pdfft?md5=376256c529bcaff21a43ed21642afd18&pid=1-s2.0-S1053482223000530-main.pdf Verlag lizenzpflichtig https://doi.org/10.1016/j.hrmr.2023.101000 Resolving-System lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_101 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_370 GBV_ILN_602 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2088 GBV_ILN_2106 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2507 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4242 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 34 2024 1 3 101000 1-26 26 01 0206 4471941526 x1z 29-01-24 26 00 DE-206 Change management interventions (CMIs) are intentional activities that managers employ to facilitate planned organizational change by influencing employee receptivity to and adoption of that change. CMIs have been unclearly conceptualized and empirical insights on CMIs have become disjointed across research communities, limiting our understanding of the nature and effects CMIs can have. To address this shortcoming, we integrate and build on existing frameworks to provide an overview of the empirically studied CMI types, their mechanisms, and their outcomes. From our review of 119 empirical studies, we find that there are six overarching CMI types (and 14 sub-types): (1) communication (informing, framing, dialogic), (2) support (training, coaching, organizational change support), (3) involvement (consulting, co-creating, co-deciding), (4) reinforcement (rewards and goal-setting), (5) social influence (role modeling and peer exchange), and (6) coercion. Furthermore, based on our results, we encourage researchers to continue to strengthen an intervention-focused and context-sensitive approach to organizational change in the following underexplored areas: conceptualizing and measuring CMIs, bundles and interactions of CMIs, boundary conditions of CMIs, unintended consequences of CMIs, and the use of digital technology to enhance CMIs.
allfieldsSound	10.1016/j.hrmr.2023.101000 doi (DE-627)1879423588 (DE-599)KXP1879423588 DE-627 ger DE-627 rda eng Hagl, Christina verfasserin aut Change management interventions taking stock and moving forward Christina Hagl, Rouven Kanitz, Katerina Gonzalez, Martin Hoegl 2024 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Change implementation (dpeaa)DE-206 Change leadership (dpeaa)DE-206 Change management (dpeaa)DE-206 Change management interventions (dpeaa)DE-206 Change support (dpeaa)DE-206 Kanitz, Rouven verfasserin (DE-588)1177915286 (DE-627)1049007417 (DE-576)517605813 aut Gonzalez, Katerina verfasserin aut Högl, Martin verfasserin (DE-588)138406383 (DE-627)601704231 (DE-576)307459810 aut Enthalten in Human resource management review Amsterdam [u.a.] : Elsevier Science, 1991 34(2024), 1 vom: März, Artikel-ID 101000, Seite 1-26 Online-Ressource (DE-627)320052060 (DE-600)2026359-4 (DE-576)252902564 1053-4822 nnns volume:34 year:2024 number:1 month:03 elocationid:101000 pages:1-26 https://www.sciencedirect.com/science/article/pii/S1053482223000530/pdfft?md5=376256c529bcaff21a43ed21642afd18&pid=1-s2.0-S1053482223000530-main.pdf Verlag lizenzpflichtig https://doi.org/10.1016/j.hrmr.2023.101000 Resolving-System lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_101 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_370 GBV_ILN_602 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2088 GBV_ILN_2106 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2507 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4242 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 34 2024 1 3 101000 1-26 26 01 0206 4471941526 x1z 29-01-24 26 00 DE-206 Change management interventions (CMIs) are intentional activities that managers employ to facilitate planned organizational change by influencing employee receptivity to and adoption of that change. CMIs have been unclearly conceptualized and empirical insights on CMIs have become disjointed across research communities, limiting our understanding of the nature and effects CMIs can have. To address this shortcoming, we integrate and build on existing frameworks to provide an overview of the empirically studied CMI types, their mechanisms, and their outcomes. From our review of 119 empirical studies, we find that there are six overarching CMI types (and 14 sub-types): (1) communication (informing, framing, dialogic), (2) support (training, coaching, organizational change support), (3) involvement (consulting, co-creating, co-deciding), (4) reinforcement (rewards and goal-setting), (5) social influence (role modeling and peer exchange), and (6) coercion. Furthermore, based on our results, we encourage researchers to continue to strengthen an intervention-focused and context-sensitive approach to organizational change in the following underexplored areas: conceptualizing and measuring CMIs, bundles and interactions of CMIs, boundary conditions of CMIs, unintended consequences of CMIs, and the use of digital technology to enhance CMIs.
language	English
source	Enthalten in Human resource management review 34(2024), 1 vom: März, Artikel-ID 101000, Seite 1-26 volume:34 year:2024 number:1 month:03 elocationid:101000 pages:1-26
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topic_title	26 00 DE-206 Change management interventions (CMIs) are intentional activities that managers employ to facilitate planned organizational change by influencing employee receptivity to and adoption of that change. CMIs have been unclearly conceptualized and empirical insights on CMIs have become disjointed across research communities, limiting our understanding of the nature and effects CMIs can have. To address this shortcoming, we integrate and build on existing frameworks to provide an overview of the empirically studied CMI types, their mechanisms, and their outcomes. From our review of 119 empirical studies, we find that there are six overarching CMI types (and 14 sub-types): (1) communication (informing, framing, dialogic), (2) support (training, coaching, organizational change support), (3) involvement (consulting, co-creating, co-deciding), (4) reinforcement (rewards and goal-setting), (5) social influence (role modeling and peer exchange), and (6) coercion. Furthermore, based on our results, we encourage researchers to continue to strengthen an intervention-focused and context-sensitive approach to organizational change in the following underexplored areas: conceptualizing and measuring CMIs, bundles and interactions of CMIs, boundary conditions of CMIs, unintended consequences of CMIs, and the use of digital technology to enhance CMIs Change management interventions taking stock and moving forward Christina Hagl, Rouven Kanitz, Katerina Gonzalez, Martin Hoegl Change implementation (dpeaa)DE-206 Change leadership (dpeaa)DE-206 Change management (dpeaa)DE-206 Change management interventions (dpeaa)DE-206 Change support (dpeaa)DE-206
topic	misc Change implementation misc Change leadership misc Change management misc Change management interventions misc Change support
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ind1=" " ind2=" "><subfield code="a">GBV_ILN_4700</subfield></datafield><datafield tag="951" ind1=" " ind2=" "><subfield code="a">AR</subfield></datafield><datafield tag="952" ind1=" " ind2=" "><subfield code="d">34</subfield><subfield code="j">2024</subfield><subfield code="e">1</subfield><subfield code="c">3</subfield><subfield code="i">101000</subfield><subfield code="h">1-26</subfield></datafield><datafield tag="980" ind1=" " ind2=" "><subfield code="2">26</subfield><subfield code="1">01</subfield><subfield code="x">0206</subfield><subfield code="b">4471941526</subfield><subfield code="y">x1z</subfield><subfield code="z">29-01-24</subfield></datafield><datafield tag="982" ind1=" " ind2=" "><subfield code="2">26</subfield><subfield code="1">00</subfield><subfield code="x">DE-206</subfield><subfield code="b">Change management interventions (CMIs) are intentional activities that managers employ to facilitate planned organizational change by influencing employee receptivity to and adoption of that change. CMIs have been unclearly conceptualized and empirical insights on CMIs have become disjointed across research communities, limiting our understanding of the nature and effects CMIs can have. To address this shortcoming, we integrate and build on existing frameworks to provide an overview of the empirically studied CMI types, their mechanisms, and their outcomes. From our review of 119 empirical studies, we find that there are six overarching CMI types (and 14 sub-types): (1) communication (informing, framing, dialogic), (2) support (training, coaching, organizational change support), (3) involvement (consulting, co-creating, co-deciding), (4) reinforcement (rewards and goal-setting), (5) social influence (role modeling and peer exchange), and (6) coercion. Furthermore, based on our results, we encourage researchers to continue to strengthen an intervention-focused and context-sensitive approach to organizational change in the following underexplored areas: conceptualizing and measuring CMIs, bundles and interactions of CMIs, boundary conditions of CMIs, unintended consequences of CMIs, and the use of digital technology to enhance CMIs.</subfield></datafield></record></collection>
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