Employees’ Attitudes towards Organisational Change: An Explanatory Model Proposal

Author: Witold Nowak
Institution: Adam Mickiewicz University in Poznań
Year of publication: 2014
Source: Show
Pages: 89-104
DOI Address: https://doi.org/10.15804/kie.2014.06.05
PDF: kie/106/kie10605.pdf

The aim of this article is to present formal organisations employees’ attitudes towards organisational change explanatory model. Initially, main results of conducted desk research on uptodate literature in the field are presented. The analysed secondary data sources mainly consist of research results on social phenomena accompanying organisational change. Three main conclusions of desk research constitute a basis for the explanatory model itself: an existence of noticeable need of bridging gaps between paradigms, necessity of taking a more balanced view on distance in employees attitudes towards change initiative and explaining relationship between individual attitudes and organisational culture. Next, the theoretical model of employees’ attitudes towards organisational change explanation is presented. It is developed on a basis of three distinguished concepts: Pamela S. Tolbert’s and Lynne G. Zucker’s microinstitutional theory, Krzysztof Konecki’s integrated organisational culture model and Paul J. Di Maggio’s and Walter W. Powell’s organizational field concept. Finally, the capabilities and challenges related to empirical application of presented explanatory model are discussed.


  • Ajzen I., Attitudes, Personality and Behavior, England 2005.
  • Aten K., HowardGrenville J., Ventresca M.J., Organizational Culture and Institutional Theory A Conversation at the Border, “Journal of Management Inquiry” 2012, No. 21(1).
  • Aten K., HowardGrenville J., Encouraging Trade at the Boundary of Organizational Culture and Institutional Theory, “Journal of Management Inquiry” 2012, No. 21(1).
  • Abrahamson E., Management Fashion, “Academy of Management Review” 1996, No. 21(1).
  • Banaszyk P., Rozpad paradygmatu nauk o organizacji i zarządzaniu [Organisation and Managament Studies Paradigm Disintegration], “Prace Naukowe Akademii Ekonomicznej we Wrocławiu”, No. 928, Wrocław 2002.
  • Barley S.R., Tolbert P.S., Institutionalization and Structuration: Studying the Links Between Action and Institution, “Organization Studies” 1997, No. 18(1).
  • Burke W.W., Litwin G.H., A Causal Model of Organizational Performance and Change, “Journal of Management” 1992, Vol. 18, Iss. 3.
  • Etzioni A., On Thoughtless Rationality (Rules‐of‐Thumb), “Kyklos” 1987, No. 40.4.
  • Fabrigar L.R., MacDonald T.K., Wegener D.T., The Structure of Attitudes [in:] The Handbook of Attitudes, D. Albarracin, B.T. Johnson, M.P. Zanna (eds.), New Jersey–London
  • Flick U., Jakość w badaniach jakościowych [Managing Quality in Qualitative Research, London–Los Angeles–New Delhi–Singapore–Washington D.C. 2007], Warszawa 2011.
  • Handbook of Organizational Culture and Climate, N.M. Ashkanasy, C.P. Wilderom,
  • F. Peterson (eds.), Thousand Oaks–London–New Delhi 2000. Hatch M.J., Bringing Culture Back from Institutional Siberia, “Journal of Management Inquiry” 2012, No. 21.1.
  • Jones G.R., Transaction Costs, Property Rights and Organizational Culture: An Exchange Perspective, “Administrative Science Quarterly” 1983, Vol. 28.
  • Kezar A., Understanding and Facilitating Organizational Change in the 21st Century, “ASHEERIC Higher Education Report” 2001, No. 28(4).
  • Konecki K., Kultura organizacyjna. Główne perspektywy analitycznobadawcze [Organisational
  • Main Analytical/Research Perspectives] [in:] Szkice z socjologii zarządzania [An Outline of Sociology of Management], K. Konecki, P. Tobera (eds.), Łódź 2002.
  • Konecki K., Tożsamość organizacyjna [Organisational Identity] [in:] Szkice z socjologii zarządzania [An Outline of Sociology of Management], K. Konecki, P. Tobera (eds.), Łódź 2002.
  • Lang G., Ohana M., Are Management Fashions Dangerous for Organizations?, “International Journal of Business and Management” 2012, No. 7(20).
  • Nowak W., Kultura organizacyjna a przebieg procesu zmiany organizacyjnej – przegląd badań [Organisational Culture and Organisational Change Course – Research Review], “Zarządzanie i Finanse. Journal of Management and Finance” 2013, No. 1, Part 2.
  • McLaughlin J., Rosen P., Skinner D., Webster A., Valuing Technology: Organisations, Culture and Change, London 2002.
  • Morrill C., From Bridges to Trading Zones in Organizational Culture and Institutional Research, “Journal of Management Inquiry”’ 2012, No. 21(1).
  • Powell W.W., DiMaggio P., The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields, “American Sociological Review” 1983, No. 48(2).
  • Quattrone P., Hopper T., What Does Organizational Change Mean? Speculations on a Taken for Granted Category, “Management Accounting Research” 2001, No. 12(4).
  • Rovik K.A., From Fashion to Virus: An Alternative Theory of Organizations’ Handling of Management Ideas, “Organization Studies” 2011, No. 32(5).
  • Rubineau B., Vincent L.C., Mundane Management: Implications of a Cultural Perspective on Workplace Violence, Ithaca, NY 2012, http://www.ilr.cornell.edu/workerinstitute/initiatives/equityatwork/upload/RubineauVincent2012_MundaneManagement_OrgSci1-18-2012-4.docx, [Access date: 16.12.2013].Schein E.H., The role of the founder in creating organizational culture, “Organizational Dynamics” 1983, No. 12(1).
  • Schultz M., Relationships Between Culture and Institutions New Interdependencies in a Global World?, “Journal of Management Inquiry” 2012, No. 21(1).
  • Stacey R.D., Managing the Unknowable: Strategic Boundaries between Order and Chaos in Organizations, San Francisco 1992.
  • Tolbert P.S., Zucker L.G., The Institutionalization of Institutional Theory [in:] Handbook of Organization Studies, S.R. Clegg, C. Hardy, W.R. Nord (eds.), London 1996.
  • Van de Ven A.H., Poole M.S., Explaining Development and Change in Organizations, “Academy of Management Review” 1995, No. 20(3).
  • Wilkins A.L., Ouchi W.G., Efficient Cultures. Exploring the Relationship between Cultures and Organizational Performance, “Administrative Science Quarterly” 1983, 28.
  • Zorn T., Christensen L.T., Cheney G., Do We Really Want Constant Change? Beyond the Bottom Line, San Francisco 1999.
  • Zucker L.G., Organizations as Institutions [in:] Research in the Sociology of Organizations, S. Bacharach (ed.), Greenwich 1983.

employees’ attitudes organisational change organisational culture explanatory model

Message to:



© 2017 Adam Marszałek Publishing House. All rights reserved.

Projekt i wykonanie Pollyart