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Title: | Employee reactions to planned organizational culture change: A configurational perspective |
Authors: | Tasoulis, K Pappas, IO Vlachos, P Oruh, ES |
Keywords: | configurational analysis;employee reactions;empowerment;fsQCA;organizational culture change;perceived organizational support;planned culture change |
Issue Date: | 13-Jul-2023 |
Publisher: | SAGE Publications |
Citation: | Tasoulis, K. et al. (2023) 'Employee reactions to planned organizational culture change: A configurational perspective', Human Relations, 0 (ahead of print), pp. 1 - 34. doi: 10.1177/00187267231183305. |
Abstract: | Copyright © The Author(s) 2023. Can organizational culture be intentionally changed? And if so, what are the pathways to success versus failure? We address these questions by employing a configurational perspective, which allows us to examine the impact of multiple combinations of employee perceptions and traits on planned organizational culture change. Although employees have long been the focus of culture change research, the complex interactions of factors affecting their reactions have been largely ignored. With such a focus, the study empirically identifies pathways to successful versus failed organizational culture change, drawing rare empirical evidence from 59 interviews and secondary data from one of the longest surviving examples of industrial democracy, John Lewis Partnership, which underwent change geared away from a ‘civil-service’ towards a high-performance culture. Applying a fuzzy-set qualitative comparative analysis (fsQCA), we identify multiple equifinal combinations of employee perceptions and traits (e.g., perceived organizational support, empowerment, and tenure) associated with successful or failed organizational culture change. Interestingly, we find more pathways leading to positive (i.e., ‘comparing’, ‘acquitting’, and ‘tolerating’) versus negative (i.e., ‘disillusioning’ and ‘dissociating’) reactions to culture change. We leverage these findings to show that employee reactions are more complex than currently considered, illustrating the value of a configurational perspective in such efforts. |
Description: | Supplementary Material is available online at: https://journals.sagepub.com/doi/full/10.1177/00187267231183305#supplementary-materials . Konstantinos Tasoulis is grateful to his mentor, Professor John Purcell, to the John Lewis Partnership, and all Partners who participated in the study. |
URI: | https://bura.brunel.ac.uk/handle/2438/27531 |
DOI: | https://doi.org/10.1177/00187267231183305 |
ISSN: | 0018-7267 |
Other Identifiers: | ORCID iD: Konstantinos Tasoulis https://orcid.org/0000-0003-4177-1955 ORCID iD: Ilias O Pappas https://orcid.org/0000-0001-7528-3488 ORCID iD: Pavlos Vlachos https://orcid.org/0000-0002-0885-7143 ORCID iD: Emeka Smart Oruh https://orcid.org/0000-0002-6634-9841 |
Appears in Collections: | Brunel Business School Research Papers |
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