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CREATING A SHARED MEANING TOWARDS ORGANIZATIONAL CHANGE INITIATIVES: YAHOO CASE STUDY

Year 2020, Volume: 29 Issue: 4, 423 - 442, 30.12.2020
https://doi.org/10.35379/cusosbil.771811

Abstract

Son dönemde örgütlerin deneyimledikleri değişimin yoğunlaşması hatta ‘yeni normal’ haline gelmesi örgütsel değişime yönelik akademik çabaların yoğunlaşmasına ve değişimde yer alan aktörlerin rollerinin yeniden tanımlanmasına neden olmuştur. Sürekli değişen çevre koşulları belirsizliği arttırmış ve değişimler çoğunlukla plansız hale gelmiştir. Bu anlamda geçmişte olanın aksine değişime yönelik daha kapsayıcı bir bakış açısının benimsenmesi fikri yaygın bir şekilde desteklenmiştir. Bu çalışmanın amacı Yahoo firmasının 2017 yılında satın alınma sürecinde deneyimlediği değişimde dönüşümcü liderlik ve politik söylemlerin değişime direncin azaltılmasındaki rolünü ortaya koymaktır. Mevcut araştırma tekli vaka incelemesi olarak tasarlanmış olup, veriler daha önce yapılan akademik araştırmalardan, çevrim içi kaynaklardan ve gazete-dergi makalelerinden toplanmıştır.

References

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  • Armenakis, A. A., Harris, S. G., Mossholder, K. W. (1993). Creating readiness for organizational change. Human Relations, 46(6).
  • Balogun, J. and Hope Hailey, V. (2004). Exploring Strategic Change. 2nd edn Prentice Hall: London.
  • Bamford, D. R., Forrester, P. L. (2003). Managing planned and emergent change within an operations management environment. International Journal of Operations & Production Management, 23(5).
  • Bernerth, J. (2004). Expanding our understanding of the change message. Human Resource Development Review, 3(1).
  • Bien, M. U. et al. (2014). Followership theory: A review and research agenda. The Leadership Quarterly, 25(1).
  • Blazejewski, S., Dorow, W. (2003). Managing organizational politics for radical change: The case of Beiersdorf-Lechia S.A., Poznan. Journal of World Business, 38(3).
  • Branson, C. M. (2008). Achieving organizational change through values alignment. Journal of Educational Administration, 46(3).
  • Buchanan, D., Dawson, P. (2007). Discourse and audience: Organizational change as multi-story process. Journal of Management Studies, 44(5).
  • Burnes, B. (2003). Managing change and changing managers from ABC to XYZ. Journal of Management Development, 22(7).
  • By, R. T. (2005). Organizational change management: A critical review. Journal of Change Management, 5(4).
  • Cardon, P. W., Philadelphia, M. (2015). The role of motivational values in the construction of change messages. Business and Professional Communication Quarterly, 78(2).
  • Carnall, C.A. (1999). Managing Change in Organizations. 3rd edn. FT/Prentice-Hall: Harlow.
  • Carter, M. Z., et al. (2013) Transformational leadership, relationship quality, and employee performance during continuous incremental organizational change. Journal of Organizational Behavior, 34(7).
  • Cowton, C. J. (1998). The use of secondary data in business ethics research. Journal of Business Ethics, 17(4).
  • Dawson, P. (2003). Understanding Organizational Change: The Contemporary Experience of People at Work. Sage Publication.
  • Dunphy, D., Stace, D. (1993). The strategic management of corporate change. Human Relations, 46(8).
  • French, J., Raven, B. H. (1959). The bases of social power. InD. Cartwright(Ed.), Studies in social power. Ann Arbor, MI: Institute for Social Research.
  • Gajendran, R. S., Harrison, D. A. (2007). The good, the bad, and the unknown about telecommuting: Meta-analysis of psychological mediators and individual consequences. Journal of Applied Psychology, 92(6).
  • Graetz, F. (2000). Strategic change leadership. Management Decision, 38(8).
  • Hambley, L. A., O’Neill, T. A., Kline, T. J. B. (2007). Virtual team leadership: The effects of leadership style and communication medium on team interaction styles and outcome. Organizational behavior and human decision processes, 103(1).
  • Hammer, M., Champy. J. (2001). Reengineering the Corporation: A Manifesto for Business Revolution. HarperCollins: New York.
  • Harms, P. D., Crede, M. (2010). Emotional intelligence and transformational and transactional leadership: A meta-analysis. Journal of Leadership & Organizational Studies, 17(1).
  • Harris, R. (2015). The changing nature of the workplace and the future of office space. Journal of Property Investment & Finance, 33(5).
  • Heerwagen, J.H., Kelly, K. and Kampschroer, K. (2010). The changing nature of organizations, work, and workplace. Available at: www.wbdg.org/resources/chngorgwork.php.
  • Herold, D. M. et al. (2008). The effects of transformational and change leadership on employees’ commitment to a change: A multilevel study. Journal of Applied Psychology, 93(2).
  • Johnson, G., Smith, S., Codling, B. (2000). Microprocesses of institutional change in the context of privatization. Academy of Management Review, 25(3).
  • Kegan, R., Lahey, L. L. (2001). The real reason people won’t change. Harvard Business Review, 79 (10).
  • Kirkpatrick, S. A., Locke, E. A. (1996). Direct and indirect effects of three core charismatic leadership components on performance and attitudes. Journal of applied psychology, 81(1).
  • Kitchen, P. J., Daly F. (2002). Internal communication during change management. Corporate Communications: An International Journal, 7(1).
  • Kleiner, B. H., Corrigan, W. A. (1989). Understanding Organizational Change. Leadership & Organization Development Journal, 10(3).
  • Kotter, J.P. (2008). A Sense of Urgency. Boston, MA: Harvard Business School Press.
  • Learmonth, M. (2006). Is there such a thing as 'evidence-based management'?": A commentary on Rousseau's 2005 presidential addresses. The Academy of Management Review, 31(4).
  • Luecke, R. (2003). Managing Change and Transition. Harvard Business School Press Boston.
  • Manning, T. (2012). Managing change in hard times. Industrial and Commercial Training, 44(5).
  • Marques, P. M., Esposito, S. M. (2014). Improving change management: how communication nature influences resistance to change. Journal of Management Development, 33(4).
  • McClellan J. G. (2011) Reconsidering communication and the discursive politics of organizational change. Journal of Change Management, 11(4).
  • Newell, S. et al. (2009). Managing knowledge work and innovation. 2nd edn London: Palgrave Macmillan.
  • Pathak, A. A., Bathini, D. R., Kandathil, G. M. (2015;). The ban on working from home makes sense for Yahoo: It needs the innovation and speed of delivery that come from office-based employees. Human Resource Management International Digest, 23(3).
  • Quirke, B. (1996). Putting communication on management's agenda. Journal of Communication Management, 1(1).
  • Raven, B.H. (1965). Social influence and power. In I.D. Steiner & M. Fishbein (Eds.), Current studies in social psychology. New York: Wiley.
  • Reisinger, D. (2016). How Yahoo Keeps Trying to Reinvent Itself. Eweek, p. 3. [Online]. Business Source Premier, EBSCOhost.
  • Robertson, D.C. (1993). Empiricism in business ethics: Suggested research directions. Journal of Business Ethics, 12(8).
  • Roth, W. F. (2013). Who Makes the Most Productive Executive?. Performance Improvement, 52(9).
  • Sanchez, A. M., et al. (2007). Teleworking and workplace flexibility: A study of impact on firm performance. Personnel Review, 36 (1).
  • Santhidran, S., Chandran, V. G. R., Borromeo, J. (2013). Enabling organizational change – leadership, commitment to change and the mediating role of change readiness. Journal of Business Economics and Management, 14(2).
  • Seo, M. G. et al. (2012). The role of affect and leadership during organizational change. Personnel Psychology, 65(1).
  • Thomas, R., Sargent L. D. & Hardy, C. (2011). Managing organizational change: Negotiating meaning and power-resistance relations. Organization Science, 22(1).
  • Thompson, L. F., Coovert, M. D. (2003). Teamwork online: The effects of computer conferencing on perceived confusion, satisfaction, and post discussion accuracy. Group Dynamics: Theory, Research, and Practice, 7(2).
  • Waddell, D., Sohal, A. S. (1998). Resistance: A constructive tool for change management. Management Decision,36(8).
  • Williams, H. (1989). Learning to Manage Change. Industrial and Commercial Training, 21(3).
  • Yin, R. K. (1994). Case Study Research Design and Methods. 2nd edn. Sage Publication: California.

CREATING A SHARED MEANING TOWARDS ORGANIZATIONAL CHANGE INITIATIVES: YAHOO CASE STUDY

Year 2020, Volume: 29 Issue: 4, 423 - 442, 30.12.2020
https://doi.org/10.35379/cusosbil.771811

Abstract

In recent years, the intensification of research that treat organizational change as the new normality has led to a renewed interest in organizational change and has entailed redefining the role of leadership and other stakeholders in terms of the success of the process. Since the need for change has become an unpredictable fact as a result of constantly evolving environment, it tends to be more unplanned and often subject to a certain level of resistance. Unlike previous organizational change practices, the attention has shifted towards more an inclusive perspective to create shared meanings instead of centralized approaches. The purpose of this paper is to, first, explore the role of transformational leadership in mediating emerged organizational change in Yahoo! and then, second, investigate the role of constructive communication in diminishing resistance to change that comes from different interest groups based on power/interest that they possess. A single case study approach has been applied in order to examine the dynamic nature of organizational change in Yahoo! between 2012 and the beginning of 2017. The data for this study is collected through analyzing the range of quality researches that were done before and derived from a variety of newspaper and journal articles and online collections.

References

  • Appelbaum, S. H., Habashy, S. and Shafiq, J. M. H. (2012). Back to the future: Revisiting Kotter's 1996 change model. Journal of Management Development, 31(8).
  • Armenakis, A. A., Harris, S. G., Mossholder, K. W. (1993). Creating readiness for organizational change. Human Relations, 46(6).
  • Balogun, J. and Hope Hailey, V. (2004). Exploring Strategic Change. 2nd edn Prentice Hall: London.
  • Bamford, D. R., Forrester, P. L. (2003). Managing planned and emergent change within an operations management environment. International Journal of Operations & Production Management, 23(5).
  • Bernerth, J. (2004). Expanding our understanding of the change message. Human Resource Development Review, 3(1).
  • Bien, M. U. et al. (2014). Followership theory: A review and research agenda. The Leadership Quarterly, 25(1).
  • Blazejewski, S., Dorow, W. (2003). Managing organizational politics for radical change: The case of Beiersdorf-Lechia S.A., Poznan. Journal of World Business, 38(3).
  • Branson, C. M. (2008). Achieving organizational change through values alignment. Journal of Educational Administration, 46(3).
  • Buchanan, D., Dawson, P. (2007). Discourse and audience: Organizational change as multi-story process. Journal of Management Studies, 44(5).
  • Burnes, B. (2003). Managing change and changing managers from ABC to XYZ. Journal of Management Development, 22(7).
  • By, R. T. (2005). Organizational change management: A critical review. Journal of Change Management, 5(4).
  • Cardon, P. W., Philadelphia, M. (2015). The role of motivational values in the construction of change messages. Business and Professional Communication Quarterly, 78(2).
  • Carnall, C.A. (1999). Managing Change in Organizations. 3rd edn. FT/Prentice-Hall: Harlow.
  • Carter, M. Z., et al. (2013) Transformational leadership, relationship quality, and employee performance during continuous incremental organizational change. Journal of Organizational Behavior, 34(7).
  • Cowton, C. J. (1998). The use of secondary data in business ethics research. Journal of Business Ethics, 17(4).
  • Dawson, P. (2003). Understanding Organizational Change: The Contemporary Experience of People at Work. Sage Publication.
  • Dunphy, D., Stace, D. (1993). The strategic management of corporate change. Human Relations, 46(8).
  • French, J., Raven, B. H. (1959). The bases of social power. InD. Cartwright(Ed.), Studies in social power. Ann Arbor, MI: Institute for Social Research.
  • Gajendran, R. S., Harrison, D. A. (2007). The good, the bad, and the unknown about telecommuting: Meta-analysis of psychological mediators and individual consequences. Journal of Applied Psychology, 92(6).
  • Graetz, F. (2000). Strategic change leadership. Management Decision, 38(8).
  • Hambley, L. A., O’Neill, T. A., Kline, T. J. B. (2007). Virtual team leadership: The effects of leadership style and communication medium on team interaction styles and outcome. Organizational behavior and human decision processes, 103(1).
  • Hammer, M., Champy. J. (2001). Reengineering the Corporation: A Manifesto for Business Revolution. HarperCollins: New York.
  • Harms, P. D., Crede, M. (2010). Emotional intelligence and transformational and transactional leadership: A meta-analysis. Journal of Leadership & Organizational Studies, 17(1).
  • Harris, R. (2015). The changing nature of the workplace and the future of office space. Journal of Property Investment & Finance, 33(5).
  • Heerwagen, J.H., Kelly, K. and Kampschroer, K. (2010). The changing nature of organizations, work, and workplace. Available at: www.wbdg.org/resources/chngorgwork.php.
  • Herold, D. M. et al. (2008). The effects of transformational and change leadership on employees’ commitment to a change: A multilevel study. Journal of Applied Psychology, 93(2).
  • Johnson, G., Smith, S., Codling, B. (2000). Microprocesses of institutional change in the context of privatization. Academy of Management Review, 25(3).
  • Kegan, R., Lahey, L. L. (2001). The real reason people won’t change. Harvard Business Review, 79 (10).
  • Kirkpatrick, S. A., Locke, E. A. (1996). Direct and indirect effects of three core charismatic leadership components on performance and attitudes. Journal of applied psychology, 81(1).
  • Kitchen, P. J., Daly F. (2002). Internal communication during change management. Corporate Communications: An International Journal, 7(1).
  • Kleiner, B. H., Corrigan, W. A. (1989). Understanding Organizational Change. Leadership & Organization Development Journal, 10(3).
  • Kotter, J.P. (2008). A Sense of Urgency. Boston, MA: Harvard Business School Press.
  • Learmonth, M. (2006). Is there such a thing as 'evidence-based management'?": A commentary on Rousseau's 2005 presidential addresses. The Academy of Management Review, 31(4).
  • Luecke, R. (2003). Managing Change and Transition. Harvard Business School Press Boston.
  • Manning, T. (2012). Managing change in hard times. Industrial and Commercial Training, 44(5).
  • Marques, P. M., Esposito, S. M. (2014). Improving change management: how communication nature influences resistance to change. Journal of Management Development, 33(4).
  • McClellan J. G. (2011) Reconsidering communication and the discursive politics of organizational change. Journal of Change Management, 11(4).
  • Newell, S. et al. (2009). Managing knowledge work and innovation. 2nd edn London: Palgrave Macmillan.
  • Pathak, A. A., Bathini, D. R., Kandathil, G. M. (2015;). The ban on working from home makes sense for Yahoo: It needs the innovation and speed of delivery that come from office-based employees. Human Resource Management International Digest, 23(3).
  • Quirke, B. (1996). Putting communication on management's agenda. Journal of Communication Management, 1(1).
  • Raven, B.H. (1965). Social influence and power. In I.D. Steiner & M. Fishbein (Eds.), Current studies in social psychology. New York: Wiley.
  • Reisinger, D. (2016). How Yahoo Keeps Trying to Reinvent Itself. Eweek, p. 3. [Online]. Business Source Premier, EBSCOhost.
  • Robertson, D.C. (1993). Empiricism in business ethics: Suggested research directions. Journal of Business Ethics, 12(8).
  • Roth, W. F. (2013). Who Makes the Most Productive Executive?. Performance Improvement, 52(9).
  • Sanchez, A. M., et al. (2007). Teleworking and workplace flexibility: A study of impact on firm performance. Personnel Review, 36 (1).
  • Santhidran, S., Chandran, V. G. R., Borromeo, J. (2013). Enabling organizational change – leadership, commitment to change and the mediating role of change readiness. Journal of Business Economics and Management, 14(2).
  • Seo, M. G. et al. (2012). The role of affect and leadership during organizational change. Personnel Psychology, 65(1).
  • Thomas, R., Sargent L. D. & Hardy, C. (2011). Managing organizational change: Negotiating meaning and power-resistance relations. Organization Science, 22(1).
  • Thompson, L. F., Coovert, M. D. (2003). Teamwork online: The effects of computer conferencing on perceived confusion, satisfaction, and post discussion accuracy. Group Dynamics: Theory, Research, and Practice, 7(2).
  • Waddell, D., Sohal, A. S. (1998). Resistance: A constructive tool for change management. Management Decision,36(8).
  • Williams, H. (1989). Learning to Manage Change. Industrial and Commercial Training, 21(3).
  • Yin, R. K. (1994). Case Study Research Design and Methods. 2nd edn. Sage Publication: California.
There are 52 citations in total.

Details

Primary Language English
Journal Section Makaleler
Authors

Umut Uyan 0000-0002-8466-2903

Publication Date December 30, 2020
Submission Date July 20, 2020
Published in Issue Year 2020 Volume: 29 Issue: 4

Cite

APA Uyan, U. (2020). CREATING A SHARED MEANING TOWARDS ORGANIZATIONAL CHANGE INITIATIVES: YAHOO CASE STUDY. Çukurova Üniversitesi Sosyal Bilimler Enstitüsü Dergisi, 29(4), 423-442. https://doi.org/10.35379/cusosbil.771811