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A Cognitive Organization Theory of Organizational Change: Measuring Organizational Texture, Audience Appeal, and Leadership Engagement

Lookup NU author(s): Dr Karen Elliott

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This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License (CC BY-NC 4.0).


Abstract

In the tradition of organizational ecology, Hannan, Pólos and Carroll (2003a, 2003b, 2007) suggested a cognitive turn in the theory of organizational change, emphasizing the role of subtle processes of appeal and engagement in determining the likelihood of organizational change success, and the subsequent impact on the organization’s hazard of failure, conditional on important aspects of the organization’s texture. In the current paper, we suggest a series of measures to proxy for the theory’s key theoretical constructs, and run psychometric analyses with data from two pilot studies. We collected tailor-made survey data from police forces in Belgium and the UK, and provide evidence for a cognitive organization theory of organizational change.


Publication metadata

Author(s): van den Oord A, Elliott K, van Witteloostuijn A, Barlage M, Polos L, Rogiest S

Publication type: Article

Publication status: Published

Journal: Journal of Organizational Change Management

Year: 2017

Volume: 30

Issue: 6

Pages: 903-922

Online publication date: 04/10/2017

Acceptance date: 08/05/2017

Date deposited: 08/05/2017

ISSN (print): 0953-4814

ISSN (electronic): 1758-7816

Publisher: Emerald

URL: https://doi.org/10.1108/JOCM-08-2016-0164

DOI: 10.1108/JOCM-08-2016-0164


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