Extant research examining the effects of top management team (TMT) gender diversity on firm performance report equivocal findings. We seek to enhance understanding of this critical relationship in the context of an acquisition, which necessitates changes in one or both firms during a process characterized by non-routine decisions, time pressures, high uncertainty, and frequent debates among strategic leaders. Specifically, we examine the effects of gender diversity of top management and female executives’ formal and informal power on post-deal performance. Our results indicate gender diversity has negative effects on post-deal performance. Further, in a subsample of acquirers with gender diverse teams, our results reveal that female executives’ structural power and ownership power have negative performance effects, while power conferred through an elite education has positive performance effects. Our findings highlight the need to expand gender diversity research to consider the strategic context facing diverse TMTs and power dynamics among them.

Although practitioners and scientists agree that user adoption of new technologies is a key success factor in digital transformations, little is known about how specific management factors are related to user behavior. In particular, the temporal nature of digital transformation projects is largely neglected. Therefore, we propose a systematic, theory-based framework for the management of digital adoption (MDA) and derive specific process-oriented hypotheses for content-, process-, and context-related management factors, their relationships to user adoption, and underlying psychological processes (e.g., performance expectancy or social influence). We applied the MDA framework in the context of a large digital transformation project in a logistics company in a two-wave research design. We tested the process-oriented hypotheses based on latent change score analysis among 1,095 users. The results support the assumption that changes in management factors, largely mediated by changes in the psychological processes, lead to changes in user behavior.

In August 2020 the UK government announced without warning the abolition of Public Health England (PHE), the principal UK agency for the promotion and protection of public health. We undertook a research programme seeking to understand the factors surrounding this decision. While the underlying issues are complex two competing interpretations have emerged: an ‘official’ explanation, which highlights the failure of PHE to scale up its testing capacity in the early weeks of the COVID-19 pandemic as the fundamental reason for closing it down and a ‘sceptical’ interpretation, which ascribes the decision to blame-avoidance behaviour on the part of leading government figures. This paper reviews crucial claims in these two competing explanations exploring the arguments for and against each proposition. It concludes that neither is adequate and that the inability adequately to address the problem of testing (which triggered the decision to close PHE) lies deeper in the absence of the norms of responsible government in UK politics and the state. However our findings do provide some guidance to the two new organizations established to replace PHE to maximize their impact on public health. We hope that this information will contribute to the independent national COVID inquiry.

Le Québec présente le taux de prescriptions d’antipsychotiques le plus élevé chez les personnes âgées de 65 ans et plus au Canada. La démarche « Optimiser les pratiques, les usages, les soins et les services – antipsychotiques » (OPUS-AP) vise à pallier cet enjeu. Étant donné ses premiers résultats prometteurs, notre étude visait à identifier les déterminants de son succès. Elle repose sur un devis d’étude de cas regroupant une analyse documentaire et 21 entrevues auprès d’acteurs clés impliqués dans l’implantation. Les résultats mettent en lumière cinq déterminants centraux : 1) une démarche intégrée, collaborative et probante; 2) des communications et des réseaux au service de la démarche; 3) un climat d’implantation favorable aux changements; 4) un engagement et une implication des parties prenantes; et 5) une stratégie d’application des connaissances intégrée et appuyée. Des défis et recommandations pour assurer la pérennisation et la mise à l’échelle d’OPUS-AP et inspirer des démarches similaires sont identifiés.

Prior research has emphasized the importance of dynamic capabilities to organizational transformation. In this paper, we explore how dynamic capabilities can have varying roles in change, and only potentially create transformational outcomes. By conducting ethnographic phenomenon driven research and observing the interactions of specific customer data related capabilities over a long period of time, we relate the potential for change to the way in which capabilities' interact, and identify three different mechanisms for change. Transformation requires a disruption of existing operational capabilities, which may result from one of the three identified mechanisms. Introducing a more theoretically consistent and practical taxonomy for (dynamic) capabilities may help in resolving some of the criticisms for their unclear practical implications. Further, our findings underline the importance of studying capabilities in their networks within organizations and over time.

This paper investigates the rational and emotional functions of symbols in organizational change and how collective sensemaking and acceptance of organizational changes are facilitated by the emotional functioning of executive symbolism. Evidence from archived data, news reports, reviews, and case studies are used to support our theoretical analysis. Our opinion is that the CEO can incorporate symbols into not only the rational calculation process to convey the benefits and losses of organizational changes but also the emotional identification process to create new emotional connections and reduce the resistance of the members to organizational changes. We describe why and when the implementation of symbolism will gain the acceptance of members toward organizational change and explain the scenarios that apply for the two functions.

This multi-wave, multi-source study focuses on the benefits of work engagement for employee adaptation to organizational change. The change entailed the implementation of a flexible office design in an engineering firm, which caused radical change for employees. Building on conservation of resources (COR) theory and change transition models, we predict that work engagement trajectories during change are crucial for successful adaptation. The hypothesized process was that initial employee meaning-making will facilitate work engagement, which, in turn, predicts supervisor-rated adaptive performance (i.e. adaptive work-role performance and extra-role performance) via attitude-to-change. Attitude-to-change was modeled as reciprocally related to work engagement at different points in time. Weekly questionnaires were completed by 71 employees during the first five weeks of the change (296 observations). Latent growth trajectories using weekly engagement measures showed no overall growth, but did show significant variance around the slope of work engagement. Meaning-making and attitude-to-change at the onset were positively related to initial levels, but not to growth of work engagement. Meaning-making was indirectly related to short-term attitude-to-change via work engagement. Short-term attitude-to-change was predictive of supervisor-rated adaptive performance and long-term attitude-to-change. Finally, work engagement (slope) predicted long-term attitude-to-change and supervisor-rated extra-role performance via short-term attitude-to-change. Taken together, the study contributes to knowledge about micro-level transition processes of employee adaptation and the benefits of work engagement during change.

This study positions perceived organizational culture's (OC) as an important internal contextual factor that influences employee reactions to change. Drawing on the theory of planned behavior (TPB) and organization theory research, we analyze the mechanisms through which employee perceptions of OC generate its effect on employee responses to organizational change. Data from a field study of 171 employees in Kurdistan Region of Iraq's public school teachers showed that employee perceptions of developmental culture were positively and directly related to their change-supportive intentions (CSIs) and, as suggested by the TPB, its effects are simultaneously mediated by change-related attitude (CRA), subjective norm and perceived behavioral control. However, our findings demonstrated that hierarchical culture was only indirectly related to employee CSIs; this relationship was mediated only by CRA and subjective norm. This study is important because it broadens the remit of OC's role as change agent and provides valuable insight into how OC influences employee responses to change efforts in public organizations.