Organizational change remains a critical, but challenging process for organizations. Various researchers have noted the lack of agreement about independent variables, or change drivers, that are available to management to effect the desired change. Change drivers are events and activities that support the implementation of organizational change and individual employee adoption of change initiatives, and are key to successful organizational change. Organizational change initiatives vary in terms of the change type and the related, envisioned outcomes. First-order or convergent change involves fine-tuning, or change within a given system, process or set of values, such as strengthening existing cost control processes. In contrast, second-order or radical change involves changes to given system, process, or set of values, such as changing an organization’s culture. Minimal literature explores the difference in the impact or effect of change drivers for first-order versus second-order change. Our longitudinal study, completed in the Corporate Audit department of one of the largest U.S. banks, uses case, survey, and interview data to explore our research question: How does the impact of change drivers vary for first-order versus second-order change? We found that change drivers were perceived by employees as more significant for the second-order change initiative, and that the perceived significance of the change drivers to the individual adoption of change initiatives also varied by change type.
|Keywords:||Organizational Change, Change Drivers, First-order Change, Second-order Change|
Associate Professor of Management, School of Business, Providence College, Providence, Rhode Island, USA
Assistant Professor, Department of Management & Economics, School of Business, Hamline University, Saint Paul, Minnesota, USA
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