Exploring reports of misbehaviour in employee narratives of organisational change

Melanie Bryant

    Research output: Book chapter/Published conference paperConference paperpeer-review

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    This paper presents findings from an interpretivist study of employee experiences of organisational change with specific emphasis on reports of misbehaviour. Acts of misbehaviour are reported by employees as being a consequence of management behaviour throughout periods of change rather than resistance to the change process itself. Participants reported that management failed to communicate information about change to employees and were unwilling to accept feedback from staff, which employees suggest was contradictory to organisational norms. Findings suggest that differences between resistance to change and engagement in misbehaviour aimed at addressing dissatisfaction caused by change need to be addressed and that further studies of the impact that both management and employee behaviours have on organisations as well as other staff are required.
    Original languageEnglish
    Title of host publication20th ANZAM Conference Management
    Subtitle of host publicationpragmatism, philosophy, priorities
    EditorsJessica Kennedy, Lee Di Milia
    Place of PublicationAustralia
    Number of pages1
    ISBN (Electronic)1921047348
    Publication statusPublished - 2006
    EventAustralian and New Zealand Academy of Management (ANZAM) Conference - Rockhampton, Queensland, Australia
    Duration: 06 Dec 200609 Dec 2006


    ConferenceAustralian and New Zealand Academy of Management (ANZAM) Conference


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