21 04 / 23 PERSONALquarterly PROF. DR. HENDRIK HÜTTERMANN Lehrstuhl für Leadership & Organizational Behavior Universität der Bundeswehr München E-Mail: hendrik.huettermann@unibw.de www.unibw.de/leadership/ DR. ROUVEN KANITZ Assistenzprofessor für Organisational Change Erasmus-Universität, Rotterdam School of Management E-Mail: kanitz@rsm.nl www.rsm.nl/people/rouven-kanitz/ DR. STEFAN BERGER Assistenzprofessor für Organizational Behavior Universität Groningen E-Mail: s.berger@rug.nl www.rug.nl/staff/s.berger/ DR. MAX REINWALD Assistenzprofessor für Leadership und Organisation Ludwig-Maximilians-Universität München E-Mail: reinwald@lmu.de www.ilo.bwl.uni-muenchen.de/personen/ habilitanden_junior-prof/max_reinwald/ index.html LITERATURVERZEICHNIS Fugate, M./Soenen, G. (2018): Predictors and processes related to employees‘ change-related compliance and championing. Personnel Psychology, 71(1), 109–132. https://doi.org/10.1111/peps.12235 Herscovitch, L./Meyer, J. P. (2002): Commitment to organizational change: Extension of a three-component model. Journal of Applied Psychology, 87(3), 474–487. https://doi.org/10.1037/0021-9010.87.3.474 Kanitz, R./Gonzalez, K./Berger, S./Reinwald, M./Huettermann, H./Franczak, J. (2023): Am I the only one? Consequences of change championing (a)symmetry on group- and individual-level change outcomes. Journal of Organizational Behavior, 1–18. https://doi.org/10.1002/job.2683 Meyer, R. D./Dalal, R. S./Hermida, R. (2010): A review and synthesis of situational strength in the organizational sciences. Journal of Management, 36(1), 121–140. https://doi.org/10.1177/0149206309349309 SUMMARY Research question: Employees who actively promote change to others – champions – contribute to successful organizational change. But what are the effects of similarities and differences in championing behavior among team members on the implementation effectiveness? Methodology: Survey data were collected at two points in time during a change in a technology company and analyzed using structural equation modeling. Practical implications: Managers should not only focus on the reactions of individual employees, but also take the whole team and differences between team members into account.
RkJQdWJsaXNoZXIy Mjc4MQ==