Resilience In Organizational Change

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Change is undoubtedly unavoidable for today’s organizations and likely to appear in increasing rates in the future (Tetenbaum, 1998, Armenakis & Harris, 2009). Therefore it is not surprising that organizational research has addressed this topic repeatedly over the last decades, trying to find ways that help organizations in overcoming the obstacles during the change process. Still, looking at the success rate of organizational change reveals a sad picture. In 2000, Beer and Nohria estimated that out of all change initiatives, 70% are bound to fail, thereby mostly attributing failure to the rush, in which organizations want to make change happen. A more recent study by McKinsey on a global scale shows, however, that even though
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There has already been done some work in this regard, but it for instance lacks to distinguish between team and individual resilience, thereby disregarding the cognitive and interpersonal processes within a team (Meneghel, Salanova, & Martínez, 2014). Other researchers already started to examine different relationships and processes in detail, without developing the bigger picture beforehand (West et al, 2009). My research therefore aims at enlarging our view on team resilience and its connection to organizational change. Building on different lines of theory, I will evaluate the results of my study on a merger, which was conducted in the Turkish market, to detect underlying input factors and processes that affect team resilience, linking it to organizational change as a trigger and the employee’s attitude towards it. Additionally, I try to develop a better understanding of the differences between individual and team…show more content…
The professional challenge I will address in this study is organizational change, or to be more specific, a merger. Therefore I will shortly discuss the adversities and uncertainties of change. In general, change is disruption of old structures and patterns and forces the organization, as well as the employee to act in new ways. This can be confusing and troubling to all who are affected by it (Ford, Ford, & D’Amelio, 2008). In the specific scenario of a merger, the challenges that an individual is confronted with are manifold and can range from the loss of benefits and responsibilities to relocation or even dismissal. In this situation of potential loss rather than gain, a merger can cause feelings of being powerless and not in control anymore, which has a severe negative impact on mechanisms such as coping, stress and job performance (Fugate, Kinicki, & Scheck, 2002; Fried, Tiegs, Naughton, & Ashforth, 1996). Tetenbaum (1998) adds to this by stating that the employee of the future cannot expect less, but more change, which is very demanding in terms of adapting to the new circumstances and of absorbing the mental and physical challenges. She also believes that the management has the responsibility to build resilience, by helping the employee to understand that change is the normality now. The individual is at the core of the successful

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