Journal of Organizational Change Management: Volume 32 Issue 4

The causal effects of referential vs ideological justification of change

Mads Nordmo Arnestad, Marcus Selart, Rune Lines

This paper details an experimental study (n=197) that explores how different types of managerial change justifications affect employees’ reactions. The purpose of this paper is to…

The mediating role of decentralization between strategy and performance: Evidence from Danish firms

Qinglan Chen, Tor Eriksson

The purpose of this paper is to empirically examine the mediating role of decentralization in the relationship between a firm’s strategy and its performance in the context of an…

Office design and organizational change: The influence of communication and organizational culture

Roy K. Smollan, Rachel L. Morrison

The purpose of this paper is to compare different employee perceptions of the success of one change: a move to new offices and an open-plan design.

The effect of explanations and CEO presence on stock market reactions to downsizing

Agnes Zdaniuk, Nita Chhinzer

The purpose of this paper is to examine whether the type of explanation (excuses, justifications, apologies and denials) provided for downsizing and the source of the announcement…

Linking inside and outside: “identity” in crisis situations

Massimo Battaglia, Shanshan Zhou, Marco Frey

The purpose of this paper is to deal with the link between identity and crisis deriving by natural disasters, exploring the function of the shared identity linking individuals…

Improving SME performance through organizational memory: The role of open-mindedness culture

Roman Kmieciak

Specific research on the meaning of organizational memory (OM), including databases, for small- and medium-sized enterprises (SMEs) and their performance is limited. The purpose…