مقاله انگلیسی رایگان در مورد درک ایجاد توازن بین استقلال و قدرت

elsevier

 

مشخصات مقاله
عنوان مقاله  Understanding how balancing autonomy and power might occur in leading organizational change
ترجمه عنوان مقاله  درک این که چگونه ایجاد توازن بین استقلال و قدرت ممکن است منجربه تغییر سازمانی پیشرو شود
فرمت مقاله  PDF
نوع مقاله  ISI
نوع نگارش مقاله Discussion
سال انتشار  مقاله سال ۲۰۱۶
تعداد صفحات مقاله  ۹ صفحه
رشته های مرتبط  مدیریت
مجله  مجله مدیریت اروپایی – European Management Journal
دانشگاه   دانشکده اقتصاد و SNF – مرکز تحقیقات کاربردی در NHH، نروژ
کلمات کلیدی  تغییر پیشرو
کد محصول  E3944
نشریه  نشریه الزویر
لینک مقاله در سایت مرجع  لینک این مقاله در سایت الزویر ( ساینس دایرکت ) Sciencedirect – Elsevier
وضعیت ترجمه مقاله  ترجمه آماده این مقاله موجود نمیباشد. میتوانید از طریق دکمه پایین سفارش دهید.
دانلود رایگان مقاله دانلود رایگان مقاله انگلیسی
سفارش ترجمه این مقاله سفارش ترجمه این مقاله

 

بخشی از متن مقاله:
Introduction

Leading change so that an organization can adapt to new demands and challenges related to efficiency, effectiveness, social image, and legitimacy involves a number of leadership skills (Burke, 2014; Burnes, 2014; Kakabadse & Kakabadse, 1999); Kotter, 2005; March & Weil, 2005; Northhouse, 2010; Schein, 2010; Yukl, 2012). The literature indicates that there is one basic underlying skill: the ability to form and use judgment that is informed by analysis and experience (March 1994). The literature also indicates that constructing and implementing good judgment from analysis and experience requires discretion (Hambrick, 2007; Kotter, 2005; March & Weil, 2005; Northhouse, 2010; Yukl, 2012).

A large portion of contemporary research on organizational change envisions organizational change as the result of the intentions and actions of leaders, and a high level of discretion is assumed to enhance leaders’ impact on the outcomes. When leaders as change agents have discretion, they have freedom of choice and, in turn, the autonomy and power to influence and structure the field of possible actions in change processes. In relation to this perspective, Foucault (1982) claimed that influencing the actions of others requires not only the capacity to act freely but also the capacity to exercise power. If there is no space to act freely, then there is no way for power to influence the actions of others. Hence, leaders have to combine or balance autonomy and power in leading change.This article is concerned with discretion in terms of autonomy and power, but the focus is on what actually happens when change agents attempt to balance autonomy and power in leading organizational change. In exploring this issue, the article proceeds as follows. First, I will outline the main features of the study’s theoretical concepts. Second, the method employed in a field study will be discussed. I will then present the results from the study and elaborate on the findings to identify principles for understanding how and under what conditions balancing autonomy and power might occur in leading organizational change. This discussion is followed by a conclusion.

ارسال دیدگاه

نشانی ایمیل شما منتشر نخواهد شد. بخش‌های موردنیاز علامت‌گذاری شده‌اند *