Organizational Change, Process, Types of Change, Managerial Commitment, Role of Managers, Contextual, Dynamics of Change, Downsizing, Quality Improvement, Case Study, Qualitative Research

Organizational learning processes in downsizing

by Ariane Berthoin Antal

“The effect of Downsizing Activities on the Survivors Behaviors,”

by Solmaz Filiz Karabag

Karabağ S. F. (2006), 2nd International Conference on Business, Management and Economics, Yaşar University, 15-18... more Karabağ S. F. (2006), 2nd International Conference on Business, Management and Economics, Yaşar University, 15-18 Haziran 2006, İzmir, Türkiye.

Exploring Commitment in Different Contexts of Change

by Taina Savolainen

First author: Anna-Maija Lämsä

Published in:
Proceedings of the Academy of Strategic and Organizational Leadership, 4(2)
Allied Academies International Conference, 1999.

EXPLORING COMMITMENT IN DIFFERENT CONTEXTS OF CHANGE:
FINDINGS FROM A STUDY ON DOWNSIZING AND
QUALITY... more EXPLORING COMMITMENT IN DIFFERENT CONTEXTS OF CHANGE:
FINDINGS FROM A STUDY ON DOWNSIZING AND
QUALITY IMPROVEMENT

Anna-Maija Lämsä, University of Jyväskylä

Taina Savolainen, University of Eastern Finland
taina.savolainen@uef.fi

ABSTRACT

This paper explores the nature of managerial commitment by focusing on two different types of organizational changes, namely downsizing and quality improvement. These changes have permeated in organizations since the eighties and they ultimately share the same business goal; they aim to enhancing competitiveness. Our research has background in two main assumptions. First, commitment has become an element of the dynamics of business strategy and change (Ghewamat 1991), and second, managerial commitment processes are not well understood although managerial commitment is commonly stressed in the organizational change literature. The literature seems to be quite consistent on the argument that the role of managers is a critical factor for the effective and successful change management (see e.g. Kotter 1996). This paper draws mainly on the literature on commitment. Findings from empirical, qualitative case study are classified in two types of commitment. Empirical findings call into question the general assumption that managers are committed professionals dedicating themselves to company goals and to large-scale changes. This case study reveals that managerial commitment to change is a complex construct. Commitment is
a dynamic and multi-faceted concept rather than an either or phenomenon. The behavioral consequences of commitment may be different depending on several organization- and managerrelated factors. Commitment seems to be contextual and it is shaped by dynamics specific to certain cultural and social settings.

Key words:
organizational change, process, types of change, managerial commitment, role of managers, contextual, dynamics of change, downsizing, quality improvement, case study, qualitative research