Ambivalenzen in organisationalen Veränderungen View Full Text


Ontology type: schema:ScholarlyArticle     


Article Info

DATE

2018-08

AUTHORS

Sevda Helpap, Sigrid Bekmeier-Feuerhahn, Luisa Pinkernelle

ABSTRACT

Praxis und Forschung erkennen den hohen Stellenwert von Kommunikation in organisationalen Veränderungen an, dennoch ist bislang unklar, wie Mitarbeitereinstellungen durch Kommunikation beeinflusst werden. Insbesondere die Entstehung und Wirkung von ambivalenten Einstellungen werden vernachlässigt. Diese Studie geht der Frage nach, wie sich die Change-Kommunikation auf positive, negative und ambivalente Einstellungen auswirkt. Anhand einer qualitativen Szenariostudie werden die Einstellungsausprägungen von 168 Mitarbeitern verglichen, die eine partizipative oder eine programmatische Change-Kommunikation erfahren haben. Die Ergebnisse zeigen, dass bei Mitarbeitern mit ambivalenten Einstellungen die wahrgenommene Unsicherheit besonders hoch ist und dass Ambivalenzen durch eine programmatische Kommunikation begünstigt wird. Zudem werden unterschiedliche Ambivalenztypen identifiziert, wobei insbesondere die kognitive und kognitiv-emotionale Ambivalenz bei den betroffenen Mitarbeitern stark ausgeprägt ist. Abschließend werden theoretische und praktische Implikationen der Studie aufgezeigt. More... »

PAGES

209-241

Identifiers

URI

http://scigraph.springernature.com/pub.10.1007/s41471-017-0043-z

DOI

http://dx.doi.org/10.1007/s41471-017-0043-z

DIMENSIONS

https://app.dimensions.ai/details/publication/pub.1091507494


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