Symposium 472 - Two Sides Of The Same Coin? Exploring Different Causes Of Change Success And Failure

Managing organizational change
Thursday May 18   01:15 PM to 02:45 PM (1 hour 30 minutes)
Organizational Change and Development
Managing organizational change
Two Sides of the Same Coin? Exploring Different Causes of Change Success and Failure
D. Bouckenooghe 1,*, G. Schwarz 2
1Goodman School of Business, Brock University, St. Catharines, Canada, 2School of Management, University of New South Wales, Sydney, Australia
Main Abstract Content: State of the art
Every individual experiences change in a unique way. For some it implies a source of joy or benefit, whereas for others it is a source of suffering, stress, and disadvantage. Scholars have had a tendency to describe these different reactions towards change in relation to success and unsuccessful outcomes. Yet few attempts have been made at mapping the different processes and forces that explain when change becomes a success or a failure. With this symposium we intend to extend this knowledge by offering insights into the asymmetric effects several of these forces (e.g., error management culture, self-efficacy, politics, and type of change) have on change success (i.e., contextual performance, task performance, change engagement, and positive well being) and failure (i.e., poor performance, lack of engagement and emotional exhaustion).
New perspectives/contributions
The studies in this symposium offer support to the concept of asymmetric effects of different forces in enabling change success and failure. That is, factors contributing to change failure can be very different from those connected to change success. Furthermore, two studies adopted a configurational approach (by means of cluster analysis and latent profile analysis) because it allows to identify complex relationships and interdependencies between multiple antecedents of change success and failure in the form of profiles, which supplements insights inferred from data using traditional additive linear analyses.
Research/practical implications
A more profound understanding of the asymmetric effects of antecedents of change failure and change success should guide change practitioners in implementing organizational changes more effectively.

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