Tesi etd-11072021-123911
Link copiato negli appunti
Tipo di tesi
Corso Ordinario Secondo Livello
Autore
FERRARINI, GINEVRA
URN
etd-11072021-123911
Titolo
Attitudes towards change: a change-actors' perspective on micro-determinants
Struttura
Cl. Sc. Sociali - Scienze Economiche
Corso di studi
SCIENZE ECONOMICHE E MANAGERIALI - SCIENZE ECONOMICHE E MANAGERIALI
Commissione
Tutor Prof. FREY, MARCO
Relatore Prof. BELLE', NICOLA
Presidente Prof. BARONTINI, ROBERTO
Membro Prof. BOTTAZZI, GIULIO
Membro Prof. MONETA, ALESSIO
Membro Prof. TURCHETTI, GIUSEPPE
Membro Dott. MOSCHELLA, DANIELE
Relatore Prof. BELLE', NICOLA
Presidente Prof. BARONTINI, ROBERTO
Membro Prof. BOTTAZZI, GIULIO
Membro Prof. MONETA, ALESSIO
Membro Prof. TURCHETTI, GIUSEPPE
Membro Dott. MOSCHELLA, DANIELE
Parole chiave
- change actors
- change management
- change recipients' attitudes
- micro-determinants
- qualitative research
Data inizio appello
02/12/2021;
Disponibilità
completa
Riassunto analitico
Purpose: This work is aimed at analyzing how change-actors carrying innovation can operate at the individual level to increase the effectiveness and the long-term success of their innovation programs. This work starts from Oreg et al. (2011) framework of change recipients’ reactions to organizational change, highlighting how the view presented in the paper, while providing an exhaustive and clear mapping of micro-determinants of change, does not offer a dynamic interpretation of recipients’ attitude. Therefore, this work tries to further study the subject, investigating which / how micro-determinants can be used as levers to modify individual perspective vs. organizational change and aiming at offering a more dynamic model on which change-actors can build their strategies.
Design and methodology/approach: This study follows a qualitative research design through the analysis of one-to-one semi-structured interviews carried out on a purposeful sample (N=5), consisting of professional “change-actors” (consultants and temporary managers) with multi-year expertise in organizational transformations.
Findings: In change agents' viewpoint, the individual and organizational levels of change are deeply interconnected and each action activated at one level often considers also the impact on the other dimension. Second, change actors can use several tools to manage recipients' attitude towards change, namely people and context analysis, communication, incentives, and change planning. Finally, this work confirms the fact that change actors differentiate their strategies when dealing with change supporters or change detractors.
In particular, co-creation, participation and the promotion of a "change ambassadors' team" are common strategies to engage change supporters, while communication, dialogue, and active listening are the levers used when dealing with change detractors, in order to convince them of the possible benefits that they can reach thanks to the change successful implementation.
Design and methodology/approach: This study follows a qualitative research design through the analysis of one-to-one semi-structured interviews carried out on a purposeful sample (N=5), consisting of professional “change-actors” (consultants and temporary managers) with multi-year expertise in organizational transformations.
Findings: In change agents' viewpoint, the individual and organizational levels of change are deeply interconnected and each action activated at one level often considers also the impact on the other dimension. Second, change actors can use several tools to manage recipients' attitude towards change, namely people and context analysis, communication, incentives, and change planning. Finally, this work confirms the fact that change actors differentiate their strategies when dealing with change supporters or change detractors.
In particular, co-creation, participation and the promotion of a "change ambassadors' team" are common strategies to engage change supporters, while communication, dialogue, and active listening are the levers used when dealing with change detractors, in order to convince them of the possible benefits that they can reach thanks to the change successful implementation.
File
| Nome file | Dimensione |
|---|---|
| Ferrarin...nants.pdf | 821.99 Kb |
Contatta l'autore |
|