Organizational Justice during Strategic Change
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A01=Daphne Halkias
A01=Marcos Komodromos
Author_Daphne Halkias
Author_Marcos Komodromos
behavior
Category=KJC
Category=KJU
change management theory
counterproductive
Counterproductive Work Behavior
Cross-case Synthesis
employee engagement research
Employee Organization Relationship
employee reactions to corporate transformation
eq_bestseller
eq_business-finance-law
eq_isMigrated=1
eq_isMigrated=2
eq_nobargain
eq_non-fiction
framework
Influence Work Outcomes
interactional
Interactional Justice
Justice Perceptions
media
Multiple Case Study
Non-managerial Employees
non-managerial staff attitudes
Nonmanagerial Employees
organisational culture studies
Organizational Justice
Organizational Justice Framework
Organizational Justice Perceptions
Organizational Justice Theory
Organizational Strategic Imperatives
Organizational Trust
perceptions
procedural
Psychological Contract
Psychological Contract Breach
Psychological Contract Fulfillment
Psychological Contract Violation
qualitative interview analysis
Qualitative Multiple Case Study
Receive Research Results
Reduced Withdrawal Behaviors
Research Question Q2
Semi-structured Interview Questions
Strategic Change Process
theory
trust
trust and fairness perceptions
work
Product details
- ISBN 9780367606084
- Weight: 453g
- Dimensions: 174 x 246mm
- Publication Date: 30 Jun 2020
- Publisher: Taylor & Francis Ltd
- Publication City/Country: GB
- Product Form: Paperback
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Organizational leaders often struggle to establish and sustain a trusting culture in times of constant changes in the corporate fabric and unethical behavior by corporate leadership. Organizational justice theory provides a means to explain and better understand employees’ perceptions of trust, fairness, and the management of change during strategic change. Qualitative studies have yet to be conducted on how an organizational justice framework would address the need of organizational justice for novel, conceptually derived accounts of non-managerial employee perspectives. The purpose of Organizational Justice during Strategic Change is to be both an academic and practical book. After presenting the theoretical elements of the topic, half the book is devoted to a detailed case study of employee interviews conducted in a large, privately-owned media organization addressing the issues of the book topic. The authors’ research findings from the case study indicated employees who experience trust and positive feelings regarding their treatment within the organization are willing to become involved in the change process and adopt positive working relationships with their colleagues and managers. This study is important for organizational management to gain knowledge and understanding on how employees’ perceptions of distrust and unfairness can lead to resistance and negative behaviors toward organizations and management during strategic change.
Marcos Komodromos, Ph.D. is an Assistant Professor at the University of Nicosia’s Department of Communications and an Accredited PR Practitioner, CIPR, UK. His training and experience allows publishing in the areas of public relations, organizational behavior, internal communication, new media, corporate communication and crisis management, and he is a member of the Chartered Institute of Public Relations (MCIPR) of Great Britain. Dr Daphne Halkias is a Professor at International School of Management Paris, France; Research Affiliate at The Institute for Social Sciences at Cornell University; a Senior Research Fellow at the Center for Young and Family Enterprise at the University of Bergamo; Research Associate at the Center for Comparative Immigration Studies at the University of California, San Diego and CEO of Executive Coaching Consultants, an international firm specializing in cross-cultural business, academic and research projects.
