FRINK Linked Data Fragments server

Matches in SemOpenAlex for { <https://semopenalex.org/work/W419454337> ?p ?o ?g. }

• W419454337 startingPage "257" @default.
• W419454337 abstract "INTRODUCTION In many arenas change is becoming a constant. McKinsey and Company reported approximately 70% of organizational change initiatives fail (Maurer, 2010). This suggests due to the myriad of very public changes in the field of healthcare it provides a fertile setting for studying change efforts. Changes in healthcare are occurring both externally in the form of broad sweeping laws such as the Affordable Health Care Act, payment structures and focused public debate while internal pressures include budget constraints, new technologies, changing ownership and staffing issues. As healthcare executive involved in this study stated, Turbulence has been the norm rather than the exception over the years. Hospital leaders today are in a unique predicament, responsible for designing, implementing, as well as, leading their employees through organizational change initiatives. The hospital industry has been struggling to keep up with the rapid-fire changes (CPP, Inc., 2004). has been very difficult to lead a hospital and pressures on hospitals have worsened over with no light at the end of the tunnel (2004). Legislative, demographic, and economic pressures have changed the way hospitals do business (2004). Altman and Gurvis (2006) of the Center for Creative Leadership suggested in the case of healthcare: ... leadership is the process by which groups, communities, and organizations accomplish three tasks: setting direction, creating alignment, and gaining commitment. The processes by which these leadership tasks are accomplished take many forms, ranging from individuals stepping into traditional leadership roles to leadership arising as a collective. (p. 21). William Bridges (1980), author of Managing Transitions, says, It isn't the changes do you in, it's the transitions (p. 3). While change is an event (a death, birth, merger, reorganization, new job, or downsizing), the human response to change is a process. Human reactions to change may include excitement, heightened emotions such as anxiety, fear and anger, as well as psychological trauma and confusion. The psychological response is a process of transition over time. People do not typically change their attitudes, beliefs, feelings and allegiances overnight; it happens gradually (Bridges, 1991). For successful change management, emotions associated with organizational life during times of change must be emphasized rather the overly rational portrayal of both change management and managerial activity (Clarke, Hope-Hailey, & Kelliher, 207, p. 92). The consequence of ignoring the emotions during change is a one size fits all management style really does not facilitate effective change. Understanding the relationship between emotions and the transition can improve leadership during times of transition which translates into less resistance, quicker engagement, and higher commitment. Implications for successful change management depend as much on the management of the transition period as its strategic formulation (Clarke et al., 2007, p. 92). The setting of this study is a hospital has won many awards during this period despite the fact much of this they were involved in a major change initiative while dealing with a turbulent external environment. This setting identifies the cognitions and emotions of the leaders throughout the change initiatives. Cognitions and emotions are studied through two levels of leaders, executives and directors. Their emotional perspectives during the change initiatives are very important to understand in terms of the impact on the change process and outcomes (Klarner, By, & Diefenbach, 2011). The study captures leader reactions and reflections regarding the organizational change process: beginning, midpoint, and at the twelve year point in time. This longitudinal view of data frames the change as a process that unfolds repeatedly over time (Klarner et al. …" @default.
• W419454337 created "2016-06-24" @default.
• W419454337 creator A5018109740 @default.
• W419454337 creator A5057144234 @default.
• W419454337 creator A5061128884 @default.
• W419454337 date "2014-01-01" @default.
• W419454337 modified "2023-09-27" @default.
• W419454337 title "The Emotions and Cognitions during Organizational Change: The Importance of the Emotional Work for Leaders" @default.
• W419454337 hasPublicationYear "2014" @default.
• W419454337 type Work @default.
• W419454337 sameAs 419454337 @default.
• W419454337 citedByCount "3" @default.
• W419454337 countsByYear W4194543372017 @default.
• W419454337 countsByYear W4194543372018 @default.
• W419454337 countsByYear W4194543372021 @default.
• W419454337 crossrefType "journal-article" @default.
• W419454337 hasAuthorship W419454337A5018109740 @default.
• W419454337 hasAuthorship W419454337A5057144234 @default.
• W419454337 hasAuthorship W419454337A5061128884 @default.
• W419454337 hasConcept C123961466 @default.
• W419454337 hasConcept C137335462 @default.
• W419454337 hasConcept C144133560 @default.
• W419454337 hasConcept C15744967 @default.
• W419454337 hasConcept C160735492 @default.
• W419454337 hasConcept C162853370 @default.
• W419454337 hasConcept C17744445 @default.
• W419454337 hasConcept C199539241 @default.
• W419454337 hasConcept C2777512617 @default.
• W419454337 hasConcept C39549134 @default.
• W419454337 hasConceptScore W419454337C123961466 @default.
• W419454337 hasConceptScore W419454337C137335462 @default.
• W419454337 hasConceptScore W419454337C144133560 @default.
• W419454337 hasConceptScore W419454337C15744967 @default.
• W419454337 hasConceptScore W419454337C160735492 @default.
• W419454337 hasConceptScore W419454337C162853370 @default.
• W419454337 hasConceptScore W419454337C17744445 @default.
• W419454337 hasConceptScore W419454337C199539241 @default.
• W419454337 hasConceptScore W419454337C2777512617 @default.
• W419454337 hasConceptScore W419454337C39549134 @default.
• W419454337 hasIssue "1" @default.
• W419454337 hasLocation W4194543371 @default.
• W419454337 hasOpenAccess W419454337 @default.
• W419454337 hasPrimaryLocation W4194543371 @default.
• W419454337 hasRelatedWork W1548175166 @default.
• W419454337 hasRelatedWork W174060429 @default.
• W419454337 hasRelatedWork W1866133751 @default.
• W419454337 hasRelatedWork W2028769343 @default.
• W419454337 hasRelatedWork W2039094544 @default.
• W419454337 hasRelatedWork W2063396816 @default.
• W419454337 hasRelatedWork W2137305899 @default.
• W419454337 hasRelatedWork W2282743361 @default.
• W419454337 hasRelatedWork W2592132150 @default.
• W419454337 hasRelatedWork W2625387407 @default.
• W419454337 hasRelatedWork W2735969770 @default.
• W419454337 hasRelatedWork W2797924417 @default.
• W419454337 hasRelatedWork W2965598669 @default.
• W419454337 hasRelatedWork W2992586176 @default.
• W419454337 hasRelatedWork W2993586618 @default.
• W419454337 hasRelatedWork W3122435818 @default.
• W419454337 hasRelatedWork W3173049775 @default.
• W419454337 hasRelatedWork W3200870087 @default.
• W419454337 hasRelatedWork W341937442 @default.
• W419454337 hasRelatedWork W2181596930 @default.
• W419454337 hasVolume "18" @default.
• W419454337 isParatext "false" @default.
• W419454337 isRetracted "false" @default.
• W419454337 magId "419454337" @default.
• W419454337 workType "article" @default.