Organizational culture, organizational change and emotions: a qualitative study

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dc.contributor.authorSmollan, R. K.
dc.contributor.authorSayers, J. G.
dc.date.accessioned2010-11-23T01:48:06Z
dc.date.available2010-11-23T01:48:06Z
dc.date.copyright2009
dc.date.created2009
dc.date.issued2009
dc.description.abstractChange triggers emotions as employees experience the processes and outcomes of organizational transformation. An organization's affective culture, which shapes the way emotions are experienced and expressed, plays a particularly important part during changes to the culture and other aspects of organizational life. This article contributes to the literature by illustrating the relationships between culture, change and emotions and presents the results of a qualitative study. The study found that when participants' values were congruent with those of the organization, they tended to react to change more positively. Cultural change provoked emotional reactions, often of an intense nature. When emotions were acknowledged and treated with respect, people became more engaged with the change. Attitudes to existing culture also produced emotional responses to aspects of change.
dc.identifier.doi10.1080/14697010903360632
dc.identifier.urihttps://hdl.handle.net/10292/1077
dc.publisherInformaworld
dc.rightsThis is an electronic version of an article available online at: http://www.informaworld.com. See above for full citation and link to the publisher's version.
dc.rights.accessrightsOpenAccess
dc.sourceJournal of Change Management, 9, 4, 435-457
dc.subjectOrganizational culture
dc.subjectOrganizational change
dc.subjectEmotions
dc.subjectQualitative research
dc.titleOrganizational culture, organizational change and emotions: a qualitative study
dc.typeJournal Article
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