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Linking for change: Network action as collective, focused and energetic behaviour

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abstract Change processes in an organisation can be undertaken by individual employees or by collective action. This study contributes to research on collective action in organisations by investigating network action in change processes. Based on qualitative data from Lufthansa, Germany, and theoretical insights the study explores how network action unfolds. A quantitative study at Swisscom, Switzerland, supports eight out of nine hypotheses of a model for the emergence of network action. Managerial implications are twofold: to stimulate collective action, managers could themselves drive collective action by initiating joint activities in networks, or they could act as enablers of collective activities by creating action-inducing conditions.
   
type journal paper
   
keywords
   
language English
kind of paper journal article
date of appearance 1-12-2005
journal Long Range Planning
publisher Pergamon (London)
ISSN 0024-6301
ISSN (online) 1873-1872
DOI 10.1016/j.lrp.2005.09.002
volume of journal 38
number of issue 6
page(s) 531-553
review double-blind review
   
citation Vogel, B. (2005). Linking for change: Network action as collective, focused and energetic behaviour. Long Range Planning, 38(6), 531-553, DOI:10.1016/j.lrp.2005.09.002.