Influence of participation
Journal of Change Management,
Vol. 4, No. 3, 193-215, September 2004
. j l\ Influence of participation in strategic change: resistance, organizational commitment and change goal achievement
RUNE LINES
Norwegian School of Economics and Business Administration, Norway
ABSTRACT Participation in strategic change processes is frequently assumed to have a number of positive consequences for decision quality, affective responses to change and success of strategic change implementation. To date little research has successfully established the validity of these claims. The fact that results from research into the effects of participation in other contexts are inconclusive is adding to the ambiguity concerning participation's efficacy in a strategic change context. This article uses data from a major strategic reorientation of a national telecommunications firm in order to assess the outcomes of participation in strategic change. Findings indicate a strong positive relationship between participation and goal achievement and organizational commitment, and a strong negative relationship with resistance. The results also suggest that the effects of participation are moderated by the changes' compatibility with organizational culture and the personal goals of change recipients.
KEY WORDS: Strategic change, participation, implementation of change
Introduction
This article studies the influence of participation on a set of dimensions related to the success of the implementation of deliberate strategic change (Mintzberg and
Waters, 1985). Participation is believed to have a number of positive effects on the strategy process. Most notably, it is assumed that involvement of those affected by a change in strategy will reduce organizational resistance and to create a higher level of psychological commitment among employees towards the proposed changes. Also, participation has been argued to lead to qualitatively better strategic decisions (Kim and
Vol. 4, No. 3, 193-215, September 2004
. j l\ Influence of participation in strategic change: resistance, organizational commitment and change goal achievement
RUNE LINES
Norwegian School of Economics and Business Administration, Norway
ABSTRACT Participation in strategic change processes is frequently assumed to have a number of positive consequences for decision quality, affective responses to change and success of strategic change implementation. To date little research has successfully established the validity of these claims. The fact that results from research into the effects of participation in other contexts are inconclusive is adding to the ambiguity concerning participation's efficacy in a strategic change context. This article uses data from a major strategic reorientation of a national telecommunications firm in order to assess the outcomes of participation in strategic change. Findings indicate a strong positive relationship between participation and goal achievement and organizational commitment, and a strong negative relationship with resistance. The results also suggest that the effects of participation are moderated by the changes' compatibility with organizational culture and the personal goals of change recipients.
KEY WORDS: Strategic change, participation, implementation of change
Introduction
This article studies the influence of participation on a set of dimensions related to the success of the implementation of deliberate strategic change (Mintzberg and
Waters, 1985). Participation is believed to have a number of positive effects on the strategy process. Most notably, it is assumed that involvement of those affected by a change in strategy will reduce organizational resistance and to create a higher level of psychological commitment among employees towards the proposed changes. Also, participation has been argued to lead to qualitatively better strategic decisions (Kim and