The Message Design Logics of Organizational Change

Author(s), Title and Publication: Barbour, J. B., Jacocks, C. W., & Wesner, K. J. (2013). The message design logics of organizational change. Communication Monographs, 80(3), 354-378. Summary Stakeholder communication is vitally important to planned organizational change, because organizational change inherently involves stakeholders’ participation, such as rejection, acceptance, and support. As a result, the outcome of […]

On Changing Organizational Cultures by Injecting New Ideologies: The Power of Stories.

Author(s), Title and Publication: Wines, W. A., & Hamilton III, J. B. (2009). On changing organizational cultures by injecting new ideologies: The power of stories. Journal of Business Ethics, 89(3), 433-447. Summary Organization culture is an organization’s invisible, intangible, yet most powerful force. Occasionally, organizations will need to initiate a change of organization culture, at […]

First Steps: Linking Change Communication to Change Receptivity

Author(s), Title and Publication: Frahm, J., & Brown, K. (2007). First steps: Linking change communication to change receptivity. Journal of Organizational Change Management, 20(3), 370-387. Summary Employees’ receptivity to organizational change is an emerging and significant issue for those involved in creating successful change implementation strategies. Traditionally, organizational communication is considered an instrument for implementing […]

Employees’ Emotions in Change: Advancing the Sensemaking Approach

Author(s), Title and Publication Helpap, S. & Bekmeier-Feuerhahn, S. (2016). Employees’ emotions in change: advancing the sensemaking approach. Journal of Organizational Change Management, DOI: 10.1108/JOCM-05-2016-0088 Summary The introduction of change can cause a variety of different emotional reactions among affected employees. Some employees might feel anxious, frightened or frustrated, whereas others feel hopeful and pleasant. […]