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Lookup NU author(s): Professor Karen ElliottORCiD
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License (CC BY-NC 4.0).
In the tradition of organizational ecology, Hannan, Pólos and Carroll (2003a, 2003b, 2007) suggested a cognitive turn in the theory of organizational change, emphasizing the role of subtle processes of appeal and engagement in determining the likelihood of organizational change success, and the subsequent impact on the organization’s hazard of failure, conditional on important aspects of the organization’s texture. In the current paper, we suggest a series of measures to proxy for the theory’s key theoretical constructs, and run psychometric analyses with data from two pilot studies. We collected tailor-made survey data from police forces in Belgium and the UK, and provide evidence for a cognitive organization theory of organizational change.
Author(s): van den Oord A, Elliott K, van Witteloostuijn A, Barlage M, Polos L, Rogiest S
Publication type: Article
Publication status: Published
Journal: Journal of Organizational Change Management
Online publication date: 04/10/2017
Acceptance date: 08/05/2017
Date deposited: 08/05/2017
ISSN (print): 0953-4814
ISSN (electronic): 1758-7816
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