Organizational Justice During Strategic Change

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.

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.

Although various factors contribute to failed change, one of the key reasons for change failure is the inability of leaders to gain the trust of employees, to understand the interaction between their subordinates, and to convince them to support change and to commit the energy and effort necessary to implement it. The aims of this book are to establish theories in order to describe and explain how human behaviors and contexts interact dynamically in these changes, and manage change and justice by reducing inequalities, giving emphasis to distributive justice. In addition, the aim of this book is also for readers to better understand employees' perceptions of organizational justice by senior management which is particularly important during the organizational change because change cannot succeed without the acceptance and support from employees. Organizational Justice and Organizational Change: Managing by Love provides readers a theoretical understanding and recommendations for acting properly in an organization, forming a comprehensive tool and better enable practitioners to achieve management of change and justice in organizations. It will be of interest to researchers, academics, practitioners, and students in the fields of change management, organizational studies, leadership, and strategic management.

Perhaps the best word to describe the past fifteen or so years of the twenty first century is “change.” Spurred on by the massive layoffs, and reorganizations that took place during the recessionary period starting in late 2007, to changes in labor demographics, technology, competitiveness, and the very nature of work, business transformations have become the norm. Even the most stodgy and inflexible organizations – universities – are beginning to understand the need for radical change if they hope to be sustainable in the future. From our perspective as researchers in management, we became increasingly interested in new trends and ideas in the field of transforming business and non?profit enterprises. What are the variables associated with success? What determinants may mediate whether or not change efforts actually lead to more sustainable systems? And, how do such change efforts differ from strategic planning, which has obviously been around and used for many years? To begin answering such questions, this volume attempts to bring together a number of scholars who present conceptualizations and preliminary research insights concerning organizational change, and in two of the chapters, explore the relationship between change efforts and strategy formulation/implementation.

Organizational justice - the perception of workplace fairness - can bring important benefits not only to the health and well-being of individual employees but also to the productivity of organizations themselves. This timely new collection, with contributions from leading researchers from around the world, considers organizational justice in an era when globalization has resulted in rapid organizational change, greater job insecurity, and increasing worker stress. Both comprehensive and cutting edge, the book initially considers what we mean by organizational justice in its relationship to self-interest, social identity, and personal moral codes. But moving beyond the perceptions of individuals, the book also reflects the increasing interest in the roles of teammates and leaders in creating organizational justice. There follow chapters on the negative results of perceived injustice, specifically around physical and mental employee health, as well as its deleterious impact on organizational productivity. Providing a definitive, state-of-the-art overview of the field, the book not only clarifies the key concepts and ideas that inform organizational justice but also explores their importance for today's organizations, managers, and employees. Including a final section that both suggests new areas for research and critically reflects on the field itself, this will be essential reading for researchers and students across business and management, organizational studies, HRM, and organizational and work psychology.

Emergence is the way complex systems and patterns arise out of a multiplicity of relatively simple interactions. In the framework of emergence, the whole is a mirror of the parts. Existence is fractal - the health of the cell is the health of the species and the planet. Change is constant. This book is about how we can shape the changes we experience to match our intentions using strategic methods that are as adaptive, resilient decentralised, and interdependent as the patterns of flocking birds or differentiating cells. A secular spirituality based equally on science and science fiction.