Organizational Change &
Consultancy
Master Consultancy & Organizational Development
7204MA29XY
Growth is painful. Change is painful. But nothing is as painful as staying
stuck somewhere you don’t belong
Stop looking for happiness in the place you lost it
Your life does not get better by chance, it gets better by change
Nothing so undermines organizational change as the failure to think through the losses people face
If you change the way you look at things, the things you look at change
It is not the strongest of the species that survive, nor the most intelligent, but the one most
responsive to change
,Inhoudsopgave
Week 1. Introduction to Organizational Change 4
Lecture 1 4
Introduction to Organizational Change 4
Literature week 1 5
Beer & Nohria (2000). Cracking the code of change 5
Dunphy & Stace (1988). Transformational and coercive strategies for planned
organizational change: beyond the O.D. model 8
Weick & Quinn (1999). Organizational change and development 13
Week 2. General Principles of Change Management 20
Lecture 2 20
General Principles of Change Management 20
Working group 2 21
Problem Analysis Case 21
Literature week 2 22
Kotter & Rathgeber (2005). Our iceberg is melting 22
Bordia, Restubog, Jimmieson & Irmer (2011). Haunted by the past: effects of poor change
management history on employee attitudes and turnover 24
Difonzo & Bordia (1998). A tale of two corporations: managing uncertainty during
organizational change 33
Isabella (1990). Evolving interpretations as a change unfolds: how managers construe key
organizational events. 36
Kotter & Schlesinger (2008). Choosing strategies for change 40
Week 3. Reactions and Resistance to Change 45
Lecture 3 45
Reactions and Resistance to Change 45
Working group 3 46
Disney Case 46
Literature week 3 47
Ford, Ford & D’Amelio (2008). Resistance to change: the rest of the story 47
Fugate & Soenen (2018). Predictors and processes related to employees’ change-related
compliance and championing 51
Kiefer (2005). Feeling bad: antecedents and consequences of negative emotions in
ongoing change 58
Oreg (2006). Personality, context, and resistance to organizational change 65
Week 4. Effective Leadership during Change Processes 71
Lecture 4 71
Effective Leadership during Change Processes 71
Literature week 4 72
Furst & Cable (2008). Employee resistance to organizational change: managerial influence
tactics and leader-member exchange 72
Herold, Fedor, Caldwell & Liu (2008). The effects of transformational and change
leadership on employees’ commitment to a change: a multilevel study 75
Stoker, Grutterink & Kolk (2012). Do transformational CEOs always make the difference?
The role of TMT feedback seeking behavior 79
Tyler & De Cremer (2005). Process-based leadership: fair procedures and reactions to
organizational change 83
Venus, Stam & Van Knippenberg (2019). Visions of change as visions of continuity 88
2
,Week 5. Bridging the Science-Practioner Gap 95
Lecture 5 95
Bridging the Science-Practioner Gap 95
Literature week 5 96
Stouten, Rousseau & De Cremer (2018). Succesful organizational change: integrating the
management practice and scholarly literature 96
Week 6. Organizational Mergers and Acquisitions 106
Lecture 6 106
Organizational Mergers and Acquisitions 106
Working group 6 107
Effective Change Interventions 107
Literature week 6 109
Lipponen, Wisse & Jetten (2016). The different paths to post-merger identification for
employees from high and low status pre-merger organizations 109
Monin, Noorderhaven, Vaara & Kroon (2013). Giving sense to and making sense of justice
in post-merger integration 114
Seo & Hill (2005). Understanding the human side of merger and acquisition: an integrative
framework 121
Week 7. Change from the Bottom-Up 128
Lecture 7 128
Change from the Bottom-Up 128
Literature week 7 129
Dutton, Ashford, O’Neill & Lawrence (2001). Moves that matter: issues selling and
organizational change 129
Heyden, Fourné, Koene, Werkman & Ansari (2017). Rethinking ‘top-down’ and ‘bottom-up’
roles of top and middle managers in organizational change: implications for employee
support 133
Sijbom, Janssen & Van Yperen (2015). How to get radical creative ideas into a leader’s
mind? Leader’s achievement goals and subordinates’ voice of creative ideas 138
Appendices
Lecture-slides
3
, Lecture 1 – Introduction to Organizational Change
Learning goals:
v Gain insight into the psychological processes which play a role in organizational
changes
v Increase knowledge about recent developments in organizations and associated
changes
v Be able to apply interventions during organizational changes to facilitate change
processes
Overview lecture 1:
v What is organizational change?
v Why do organizations change?
v Which theories and interventions can be used?
4
Consultancy
Master Consultancy & Organizational Development
7204MA29XY
Growth is painful. Change is painful. But nothing is as painful as staying
stuck somewhere you don’t belong
Stop looking for happiness in the place you lost it
Your life does not get better by chance, it gets better by change
Nothing so undermines organizational change as the failure to think through the losses people face
If you change the way you look at things, the things you look at change
It is not the strongest of the species that survive, nor the most intelligent, but the one most
responsive to change
,Inhoudsopgave
Week 1. Introduction to Organizational Change 4
Lecture 1 4
Introduction to Organizational Change 4
Literature week 1 5
Beer & Nohria (2000). Cracking the code of change 5
Dunphy & Stace (1988). Transformational and coercive strategies for planned
organizational change: beyond the O.D. model 8
Weick & Quinn (1999). Organizational change and development 13
Week 2. General Principles of Change Management 20
Lecture 2 20
General Principles of Change Management 20
Working group 2 21
Problem Analysis Case 21
Literature week 2 22
Kotter & Rathgeber (2005). Our iceberg is melting 22
Bordia, Restubog, Jimmieson & Irmer (2011). Haunted by the past: effects of poor change
management history on employee attitudes and turnover 24
Difonzo & Bordia (1998). A tale of two corporations: managing uncertainty during
organizational change 33
Isabella (1990). Evolving interpretations as a change unfolds: how managers construe key
organizational events. 36
Kotter & Schlesinger (2008). Choosing strategies for change 40
Week 3. Reactions and Resistance to Change 45
Lecture 3 45
Reactions and Resistance to Change 45
Working group 3 46
Disney Case 46
Literature week 3 47
Ford, Ford & D’Amelio (2008). Resistance to change: the rest of the story 47
Fugate & Soenen (2018). Predictors and processes related to employees’ change-related
compliance and championing 51
Kiefer (2005). Feeling bad: antecedents and consequences of negative emotions in
ongoing change 58
Oreg (2006). Personality, context, and resistance to organizational change 65
Week 4. Effective Leadership during Change Processes 71
Lecture 4 71
Effective Leadership during Change Processes 71
Literature week 4 72
Furst & Cable (2008). Employee resistance to organizational change: managerial influence
tactics and leader-member exchange 72
Herold, Fedor, Caldwell & Liu (2008). The effects of transformational and change
leadership on employees’ commitment to a change: a multilevel study 75
Stoker, Grutterink & Kolk (2012). Do transformational CEOs always make the difference?
The role of TMT feedback seeking behavior 79
Tyler & De Cremer (2005). Process-based leadership: fair procedures and reactions to
organizational change 83
Venus, Stam & Van Knippenberg (2019). Visions of change as visions of continuity 88
2
,Week 5. Bridging the Science-Practioner Gap 95
Lecture 5 95
Bridging the Science-Practioner Gap 95
Literature week 5 96
Stouten, Rousseau & De Cremer (2018). Succesful organizational change: integrating the
management practice and scholarly literature 96
Week 6. Organizational Mergers and Acquisitions 106
Lecture 6 106
Organizational Mergers and Acquisitions 106
Working group 6 107
Effective Change Interventions 107
Literature week 6 109
Lipponen, Wisse & Jetten (2016). The different paths to post-merger identification for
employees from high and low status pre-merger organizations 109
Monin, Noorderhaven, Vaara & Kroon (2013). Giving sense to and making sense of justice
in post-merger integration 114
Seo & Hill (2005). Understanding the human side of merger and acquisition: an integrative
framework 121
Week 7. Change from the Bottom-Up 128
Lecture 7 128
Change from the Bottom-Up 128
Literature week 7 129
Dutton, Ashford, O’Neill & Lawrence (2001). Moves that matter: issues selling and
organizational change 129
Heyden, Fourné, Koene, Werkman & Ansari (2017). Rethinking ‘top-down’ and ‘bottom-up’
roles of top and middle managers in organizational change: implications for employee
support 133
Sijbom, Janssen & Van Yperen (2015). How to get radical creative ideas into a leader’s
mind? Leader’s achievement goals and subordinates’ voice of creative ideas 138
Appendices
Lecture-slides
3
, Lecture 1 – Introduction to Organizational Change
Learning goals:
v Gain insight into the psychological processes which play a role in organizational
changes
v Increase knowledge about recent developments in organizations and associated
changes
v Be able to apply interventions during organizational changes to facilitate change
processes
Overview lecture 1:
v What is organizational change?
v Why do organizations change?
v Which theories and interventions can be used?
4
