From support to mutiny

Shifting legitimacy judgments and emotional reactions impacting the implementation of radical change

Quy Nguyen Huy, Kevin Corley, Matthew S. Kraatz

Research output: Contribution to journalArticle

63 Citations (Scopus)

Abstract

Based on a three-year inductive study of one organization's implementation of radical organizational change, we examine the critical role played by middle managers' judgments of the legitimacy of their top managers as change agents. Our analysis revealed middle managers' shifting judgments of the change agents' legitimacy that arose with their emotional reactions and produced rising resistance to the change effort. Our inductive model illustrates the dynamic, relational, and iterative relationships among change recipients' legitimacy judgments of change agents and arising emotional reactions in various phases of planned change, which explain recipients' emergent resistance to the change effort. Our model allows us to contribute to theory on radical organizational change, resistance to change, and legitimacy judgments.

Original languageEnglish (US)
Pages (from-to)1650-1680
Number of pages31
JournalAcademy of Management Journal
Volume57
Issue number6
DOIs
StatePublished - Dec 1 2014

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Managers
Radical change
Emotion
Legitimacy
Middle managers
Organizational change

ASJC Scopus subject areas

  • Business and International Management
  • Management of Technology and Innovation
  • Strategy and Management
  • Business, Management and Accounting(all)

Cite this

From support to mutiny : Shifting legitimacy judgments and emotional reactions impacting the implementation of radical change. / Huy, Quy Nguyen; Corley, Kevin; Kraatz, Matthew S.

In: Academy of Management Journal, Vol. 57, No. 6, 01.12.2014, p. 1650-1680.

Research output: Contribution to journalArticle

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