Organizational Change and Corporate Sustainability in an Economic Crisis: Evidence from Slovenia
The purpose of this paper is to analyze the link between perceived levels of organizational process changes, vis-à-vis selected organization-to-employee relationship dimensions based on the Hackman and Oldham (1975) Job diagnostic survey and marketing performance measures. We follow Pettigrew, Wo...
Saved in:
| Main Authors: | , |
|---|---|
| Format: | Article |
| Language: | English |
| Published: |
Editura ASE
2012-06-01
|
| Series: | Amfiteatru Economic |
| Subjects: | |
| Online Access: | http://www.amfiteatrueconomic.ro/ArticolEN.aspx?CodArticol=1142 |
| Tags: |
Add Tag
No Tags, Be the first to tag this record!
|
| Summary: | The purpose of this paper is to analyze the link between perceived levels of organizational
process changes, vis-à-vis selected organization-to-employee relationship dimensions based
on the Hackman and Oldham (1975) Job diagnostic survey and marketing performance
measures. We follow Pettigrew, Woodman and Cameron (2001) in their call for a deeper
understanding of the link between the various elements of the organizational change
process itself, and organizational performance outcomes. Our analysis is based on data
from over 220 organizations, and over 22,800 of their employees in Slovenia between 2008
and 2010. Our analysis shows that the perceived levels of organizational change (OC) are
the highest for marketing and HRM processes, relative to other organizational processes.
Furthermore, we establish that a higher organization-to-employee relationship quality is in
myriad ways linked to higher perceived levels of OC in HRM processes. However, this is
true only for the initial phase of the current economic crisis (2008 and 2009), but not also
for its subsequent widening (2010). On the other hand, the correlation comparison between
selected marketing performance measures and perceived level of OC in marketing
processes is also significantly linked also to customer loyalty. Lastly, by analyzing the
correlations between perceived levels OC and corporate sustainability (as added value per
employee) we can see that perceived levels of OC in marketing and production processes
display high correlations in the beginning of the economic crisis (2008), but not afterward
(2009 or 2010). In addition, perceived levels of OC related to HRM do not correlate with
added value per employee in any of the three compared years. This shows a different nature
of the relationship between specific areas of perceived OC and corporate sustainability, as
measured by added value per employee. |
|---|---|
| ISSN: | 1582-9146 2247-9104 |