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首页> 外文期刊>The Leadership & Organization Development Journal >Exploring the implications of vision, appropriateness, and execution of organizational change
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Exploring the implications of vision, appropriateness, and execution of organizational change

机译：探索愿景，适当性和组织变革执行的意义

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Purpose - The purpose of this paper was to examine the interaction effects of managers' perceptions of the supporting vision clarity, appropriateness, and execution of a major organizational change on their job satisfaction, organizational commitment, turnover intentions, and role ambiguity. Design/methodology/approach - Data were collected from upper and middle-level managers of a Fortune 500 US manufacturer and maker of consumer goods involved in a large organizational change initiative. A survey was completed by 217 managers, for a response rate of 89 percent. Change attitudes, job satisfaction, organizational commitment, turnover intentions, role ambiguity, and control variables were all assessed. Findings - A three-way interaction between change vision clarity, change appropriateness, and change execution was found to predict managers' job satisfaction, turnover intentions, and role ambiguity. Research limitations/implications - The study relied on self-reports collected at one point in time, allowing for the possibility of common method bias. The complex, nonlinear relationships indicate that method bias cannot fully account for the reported relationships. Practical implications - Study results illustrate that the individual experience of major change is multifaceted and that simultaneously considering the combined effects of individual's change attitudes including readiness (in the form of believing a change is needed and appropriate) and the perceived effectiveness of the change execution on key job-related outcomes can help practitioners understand more fully the implications of organizational change. Originality/value - The findings lend support to the notion that individual's sentiments concerning organizational change are interactive and should not be ignored.
机译：目的-本文的目的是研究管理者对支持愿景的清晰性，适当性和重大组织变革的执行之间的相互作用，对其工作满意度，组织承诺，离职意向和角色模糊性的影响。设计/方法/方法-数据是从参与大型组织变革计划的《财富》美国500强制造商和消费品制造商的中高层管理人员收集的。 217位经理完成了调查，反馈率为89％。评估了变更态度，工作满意度，组织承诺，离职意图，角色模糊性和控制变量。调查结果-发现变更愿景清晰，变更适当性和变更执行之间存在三向互动，以预测经理的工作满意度，离职意向和角色模糊性。研究的局限性/意义-研究依赖于在某一时间点收集的自我报告，从而可能出现通用方法偏倚的情况。复杂的非线性关系表明，方法偏差不能完全说明所报告的关系。实际意义-研究结果表明，重大变更的个人经验是多方面的，同时考虑了个人变更态度的综合影响，包括准备就绪（以认为变更是必要和适当的形式）以及对变更执行的感知有效性与工作相关的关键成果可以帮助从业人员更充分地了解组织变革的意义。原创性/价值-研究结果支持以下观点，即个人对组织变革的观点是互动的，不应忽略。

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