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Journal articles on the topic 'Lewin's Theory of Planned Change'

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Published: 4 June 2021

Last updated: 19 February 2022

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1

Shirey, Maria R. "Lewin’s Theory of Planned Change as a Strategic Resource." JONA: The Journal of Nursing Administration 43, no. 2 (February 2013): 69–72. http://dx.doi.org/10.1097/nna.0b013e31827f20a9.

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Bakari, Haroon, Ahmed Imran Hunjra, and Ghulam Shabbir Khan Niazi. "How Does Authentic Leadership Influence Planned Organizational Change? The Role of Employees’ Perceptions: Integration of Theory of Planned Behavior and Lewin's Three Step Model." Journal of Change Management 17, no. 2 (March 15, 2017): 155–87. http://dx.doi.org/10.1080/14697017.2017.1299370.

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3

Akhshik, Somaye Sadat, and Mehri Parirokh. "The dance of change in libraries: a case study of FUM libraries merger in Iran." Library Management 37, no. 8/9 (November 14, 2016): 520–34. http://dx.doi.org/10.1108/lm-07-2016-0055.

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Purpose The purpose of this paper is to determine the effect of individual and organizational dimensions on creating the resistance to change according to the role of unlearning and knowledge stickiness in merging of libraries as planned change. Design/methodology/approach Borrowing from the Lewin’s field theory, knowledge stickiness theory and unlearning the framework of planned change process designed. The paper opted for a survey study using the questionnaire, five depth interviews and focus group discussion with librarians, middle and senior managers. Findings The paper provides empirical insights about pattern of planned change in the Ferdowsi University of Mashhad library. The role of knowledge stickiness and unlearning factors associated with process of planned change. It suggests that successful change act as overcoming forces of unlearning to knowledge stickiness on two dimensions: individual and organizational. Research limitations/implications Because of the chosen research case, the research results may lack statistical generalizability. Therefore, researchers are encouraged to test the proposed propositions further. Originality/value The importance of managing obsolescence knowledge in individual and organizational dimensions in process of planned change is highlighted as managerial point of view.

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4

Duxbury, Linda, Craig Bennell, Michael Halinski, and Steven Murphy. "Change or be changed: Diagnosing the readiness to change in the Canadian police sector." Police Journal: Theory, Practice and Principles 91, no. 4 (November 22, 2017): 316–38. http://dx.doi.org/10.1177/0032258x17740317.

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Concerns have emerged over the readiness of police agencies to adapt to change. To better understand why this might be the case, we used Lewin’s theory of change and an emic methodology to investigate the internal and external forces for and against change within this sector. Using a qualitative methodology we analysed the data from 103 interviews with key police and community stakeholders to identify the drivers and barriers to planned change. Examination of the resulting force field diagram revealed that: (1) community stakeholders feel the forces for change exceed the barriers, while police stakeholders perceive the reverse, (2) strong drivers of change are largely external to the police service, (3) key barriers to change were internal to the police service, and (4) police culture is a strong barrier to change. We end by offering suggestions on how this information can be used to manage change in this sector better.

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5

Kippenberger, T. "Planned change: Kurt Lewin's legacy." Antidote 3, no. 4 (June 1998): 10–12. http://dx.doi.org/10.1108/eum0000000006617.

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McGarry, Denise, Andrew Cashin, and Cathrine Fowler. "Child and adolescent psychiatric nursing and the ‘plastic man’: Reflections on the implementation of change drawing insights from Lewin’s theory of planned change." Contemporary Nurse 41, no. 2 (June 2012): 263–70. http://dx.doi.org/10.5172/conu.2012.41.2.263.

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7

Ahmad Mukhtar, Nusrah, and Chan Yuen Fook. "The Effects of Perceived Leadership Styles and Emotional Intelligence on Attitude toward Organizational Change among Secondary School Teachers." Asian Journal of University Education 16, no. 2 (August 6, 2020): 36. http://dx.doi.org/10.24191/ajue.v16i2.10295.

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This study employed a descriptive-correlational research design to investigate the relationships of perceived leadership styles and emotional intelligence on attitude toward organizational change in Malaysian secondary school context. The study involved a total of 360 teachers chosen randomly from five secondary schools in Selangor. The study was conducted based on the three-stage planned change from Lewin’s (1947). This study only focuses on the unfreezing stage as a guide to study the potential relationships of the three research variables. In this study, the leadership styles were derived from Bass and Avolio’s (2000) model of transformational and transactional leadership, while emotional intelligence has been referred to Wong and Law’s (2002) theory. However, the dependent variable of attitude toward organizational change was referred to Dunham, Grube, Gardner, Cummings & Pierce (1989). The conceptual framework of this study proposed an impact of leadership styles and emotional intelligence on the attitude toward organizational change. The correlation analysis shows that leadership styles and emotional intelligence are positively linked to attitude toward organizational change. Basically, the findings have practical implications toward the improvement of principals’ leadership and enhancement of emotional intelligence of teachers. Besides, it also has implications on the attitude toward organizational change in Malaysian education system.

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CORBITT, GAIL F., RONALD J. NORMAN, and MARK C. BUTLER. "ASSESSING PROXIMITY TO FRUITION: A CASE STUDY OF PHASES IN CASE TECHNOLOGY TRANSFER." International Journal of Software Engineering and Knowledge Engineering 01, no. 02 (June 1991): 189–201. http://dx.doi.org/10.1142/s0218194091000160.

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Using the Lewin theory of planned change as a theoretical model, this study tests three hypotheses related to the three phase approach to change. An Action Research Model is used to gather data from 75 participants in CASE technology transfer in the Information Systems Department of a large insurance company. Five groups of people representing management and various levels of CASE usage participated in the study. In addition to group discussion, standardized questionnaires and individual Force Field Analyses are used to collect the data. In general the null hypotheses are rejected. The results appear to support at least three stages of change during CASE technology transfer. The groups differed with respect to content and magnitude of problems in the environment. In addition, during the moving phase it appears users may actually be more disillusioned with the change than non-users, however, the nature of the forces is more personal and indicates that they are personally involved with the move. While these people may be more negative than non-users, they are also moving closer to full implementation than those who have not started the moving process.

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9

TIFFANY, CONSTANCE RIMMER, ANNE B. CHEATHAM, DEBRA DOORNBOS, LAURA LOUDERMELT, and GRACE GLORIA MOMADI. "Planned Change Theory." Nursing Management (Springhouse) 25, no. 7 (July 1994): 54???59. http://dx.doi.org/10.1097/00006247-199407000-00013.

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10

Lee, Ting-Ting. "Adopting a personal digital assistant system: application of Lewin's change theory." Journal of Advanced Nursing 55, no. 4 (August 2006): 487–96. http://dx.doi.org/10.1111/j.1365-2648.2006.03935.x.

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11

McMahon, Joan D. "Lewin's Force Field Theory Applied to Behavior Change in a College Health Course." Journal of School Health 56, no. 3 (March 1986): 109–10. http://dx.doi.org/10.1111/j.1746-1561.1986.tb05709.x.

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12

Mellita, Dina, and Efan Elpanso. "Model Lewin Dalam Manajemen Perubahan Teori Klasik Menghadapi Disrupsi Dalam Lingkungan Bisnis." MBIA 19, no. 2 (August 12, 2020): 142–52. http://dx.doi.org/10.33557/mbia.v19i2.989.

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At present, the business environment is entering its third decade in the 21st century. Business today is more modern and dynamic and is colored by various disruption. Disruption, in this case, is the disruption of technology, politics, economy, and social culture. In the management of organizational change, Lewin's model is known as a classical theory and as a guide for organizations to implement, manage, and evaluate change. This study aims to identify whether Lewin's model which is considered a classic is still adaptive for use in a business environment that is recruited. By using conceptual research methods it is known that the three stages of Lewin put forward the individual or human as the root of change through the identification of the driving factors and drivers of change. In this model, the leadership style is more oriented to involvement, commitment, and support, and orientation to sharing knowledge for the success of the change process in the organization. With these factors in Lewin's stage, changes as a result of the disruption in the business environment in the organization will be effective. Abstrak Pada saat ini lingkungan bisnis memasuki dasawarsa ketiga dalam abad 21. Bisnis pada saat ini lebih modern dan dinamis dan diwarnai oleh berbagai disrupsi. Disrupsi dalam hal ini adalah disrupsi teknologi, politik, ekonomi dan sosial budaya. Dalam manajemen perubahan organisasi, Model Lewin dikenal sebagai teori klasik dan sebagai pedoman bagi organisasi untuk mengimplementasikan, mengelola dan mengevaluasi perubahan. Penelitian ini bertujuan untuk mengidentifikasi apakah Model Lewin yang dianggap klasik tersebut masih adaptif untuk digunakan dalam lingkungan bisnis yang disrutif. Dengan menggunakan metode penelitian konseptual diketahui bahwa tiga tahapan Lewin mengedepankan individu atau manusia sebagai akar dari perubahan melalui identifikasi faktor pendorong dan penggerak perubahan. Dalam model ini juga mengedepankan gaya kepemimpinan lebih berorientasi pada keterlibatan, komitmen dan dukungan serta orientasi berbagi pengetahuan untuk keberhasilan proses perubahan dalam organisasi. Dengan faktor-faktor tersebut dalam tahapan Lewin, perubahan sebagai akibat dari adanya disrupsi pada lingkungan bisnis pada organisasi akan berjalan efektif. Kata kunci: Proses Perubahan, Refreezing, Gaya Kepemimpinan

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SCHWARTZ, KARON, and CONSTANCE RIMMER TIFFANY. "Evaluating Bhola??s Configurations Theory of Planned Change." Nursing Management (Springhouse) 25, no. 6 (June 1994): 56???61. http://dx.doi.org/10.1097/00006247-199406010-00008.

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14

Mitchell, Gary. "Selecting the best theory to implement planned change." Nursing Management 20, no. 1 (April 2013): 32–37. http://dx.doi.org/10.7748/nm2013.04.20.1.32.e1013.

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15

Schein, Edgar H. "Kurt Lewin's Change Theory in the Field and in the Classroom: Notes Toward a Model of Managed Learning." Reflections: The SoL Journal 1, no. 1 (August 1, 1999): 59–74. http://dx.doi.org/10.1162/152417399570287.

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16

Schein, Edgar H. "Kurt Lewin's change theory in the field and in the classroom: Notes toward a model of managed learning." Systems Practice 9, no. 1 (February 1996): 27–47. http://dx.doi.org/10.1007/bf02173417.

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17

Antonelli, Valerio, Trevor Boyns, and Fabrizio Cerbioni. "THE DEVELOPMENT OF ACCOUNTING IN EUROPE IN THE ERA OF SCIENTIFIC MANAGEMENT: THE ITALIAN ENGINERING CONGLOMERATE, ANSALDO, 1918–1940." Accounting Historians Journal 35, no. 1 (June 1, 2008): 49–81. http://dx.doi.org/10.2308/0148-4184.35.1.49.

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Utilizing archival materials, this paper examines the case of the Genoa-based firm, Ansaldo, which, by the early decades of the 20th century, had emerged as a major force in the inter-related fields of engineering, shipbuilding, and metal and steel manufacture in Italy. Following financial problems immediately after World War I and during the 1920s, the company was subsequently taken under the umbrella of the Italian State's financial holding unit, the Institute for Industrial Reconstruction (IRI), in the 1930s. Utilizing Lewin's theory of change as a framework for investigating change in management accounting, the paper examines the internal and external factors influencing the development of cost/management accounting at the company. These are also examined against the background of the development of scientific management, both in Italy and elsewhere.

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18

Blissmer, Bryan J., and Edward McAuley. "Integrating the Theory of Planned Behavior and Stages of Change." Medicine & Science in Sports & Exercise 39, Supplement (May 2007): S336. http://dx.doi.org/10.1249/01.mss.0000274309.43251.ad.

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Jimmieson, Nerina L., Megan Peach, and Katherine M. White. "Utilizing the Theory of Planned Behavior to Inform Change Management." Journal of Applied Behavioral Science 44, no. 2 (February 8, 2008): 237–62. http://dx.doi.org/10.1177/0021886307312773.

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20

Yang, Yuha, Jin Nam Choi, and Kyungmook Lee. "Theory of Planned Behavior and Different Forms Of Organizational Change Behavior." Social Behavior and Personality: an international journal 46, no. 10 (October 4, 2018): 1657–71. http://dx.doi.org/10.2224/sbp.6832.

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Complementing prior research on the macro- and system-focused views of organizational change, we examined microprocesses of change by attending to 3 different forms of change behavior as predicted by the theory of planned behavior (TPB). Data were collected from 193 employee–coworker dyads working in various organizations in South Korea. Results showed that the TPB-based predictors were related to distinct forms of change behavior. Specifically, the change efficacy of employees predicted their compliance with change, management support for change predicted employees' cooperation with change, and change favorableness was related to proactive championing for change. Magnitude of change was a positive predictor of the 3 forms of change behavior (compliance, cooperation, and championing) and moderated the relationship between change efficacy and compliance with change. We have contributed to the literature by elaborating on the microlevel dynamics of organizational change by introducing the TPB to explain behavioral reactions to change.

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Liu, James H., and Allan B. I. Bernardo. "Social Psychology for Social Change: Foundations for and Introduction to a Program of Action-Oriented Research." Journal of Pacific Rim Psychology 8, no. 2 (December 2014): 29–34. http://dx.doi.org/10.1017/prp.2014.4.

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The Special Issues series on social psychology of social change will provide a forum for research on the science and practice of interventions for social change that benefit individuals, organisations and society. This effort takes up Lewin's call for scientific research aimed towards solving social problems and generating new knowledge, but with a theory and practice of culture and cultural change at its centre. The effort elevates the dominant research approach in developing countries in Asia where there is more concern about opportunities for training and engaging in and publishing more applied work. The emphasis both on research excellence and on a holistic concern for society as central components for theorising about effective modes of realising social change in Asia and the Pacific is a long-term project that begins with the seven diverse articles in the special issue, which span different stages in the project — from clarifying its Asian philosophical basis, to empirical analysis of the problem and levers of change, to evaluation of the outcomes of action research.

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JIMMIESON, NERINA L., KATHERINE M. WHITE, and MEGAN PEACH. "EMPLOYEE READINESS FOR CHANGE: UTILIZING THE THEORY OF PLANNED BEHAVIOR TO INFORM CHANGE MANAGEMENT." Academy of Management Proceedings 2004, no. 1 (August 2004): C1—C6. http://dx.doi.org/10.5465/ambpp.2004.13857578.

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23

Armitage, Christopher J., and John G. Reidy. "Use of mental simulations to change theory of planned behaviour variables." British Journal of Health Psychology 13, no. 3 (September 2008): 513–24. http://dx.doi.org/10.1348/135910707x227088.

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24

Sheeran, Paschal, Mark Conner, and Paul Norman. "Can the theory of planned behavior explain patterns of health behavior change?" Health Psychology 20, no. 1 (2001): 12–19. http://dx.doi.org/10.1037/0278-6133.20.1.12.

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25

Masud, Muhammad Mehedi, Abul Quasem Al-Amin, Ha Junsheng, Ferdous Ahmed, Siti Rohani Yahaya, Rulia Akhtar, and Hasanul Banna. "Climate change issue and theory of planned behaviour: relationship by empirical evidence." Journal of Cleaner Production 113 (February 2016): 613–23. http://dx.doi.org/10.1016/j.jclepro.2015.11.080.

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Bird, Emma L., Jenna Panter, Graham Baker, Tim Jones, and David Ogilvie. "Predicting walking and cycling behaviour change using an extended Theory of Planned Behaviour." Journal of Transport & Health 10 (September 2018): 11–27. http://dx.doi.org/10.1016/j.jth.2018.05.014.

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27

BLACKLER, FRANK. "Information systems design and planned organization change: applying Unger's theory of social reconstruction." Behaviour & Information Technology 11, no. 3 (May 1992): 175–83. http://dx.doi.org/10.1080/01449299208924334.

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Tiffany, Constance Rimmer, Louette R. Johnson Lütjens, Lorna Dwyer, Cindy Watson, Beth Wietor, and Sue Willison. "DEVELOPMENT AND INITIAL ASSESSMENT OF THE TIFFANY/ LÜTJENS PLANNED CHANGE THEORY EVALUATION INSTRUMENT." Nursing Administration Quarterly 19, no. 2 (1995): 75–76. http://dx.doi.org/10.1097/00006216-199501920-00014.

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Steinmetz, Holger, Michael Knappstein, Icek Ajzen, Peter Schmidt, and Rüdiger Kabst. "How Effective are Behavior Change Interventions Based on the Theory of Planned Behavior?" Zeitschrift für Psychologie 224, no. 3 (July 2016): 216–33. http://dx.doi.org/10.1027/2151-2604/a000255.

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Abstract. The theory of planned behavior (TPB) is a prominent framework for predicting and explaining behavior in a variety of domains. The theory is also increasingly being used as a framework for conducting behavior change interventions. In this meta-analysis, we identified 82 papers reporting results of 123 interventions in a variety of disciplines. Our analysis confirmed the effectiveness of TPB-based interventions, with a mean effect size of .50 for changes in behavior and effect sizes ranging from .14 to .68 for changes in antecedent variables (behavioral, normative, and control beliefs, attitude, subjective norm, perceived behavioral control, and intention). Further analyses revealed that the interventions’ effectiveness varied for the diverse behavior change methods. In addition, interventions conducted in public and with groups were more successful than interventions in private locations or focusing on individuals. Finally, we identified gender and education as well as behavioral domain as moderators of the interventions’ effectiveness.

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30

Beer, Michael. "Reflections: Towards a Normative and Actionable Theory of Planned Organizational Change and Development." Journal of Change Management 21, no. 1 (January 2, 2021): 14–29. http://dx.doi.org/10.1080/14697017.2021.1861699.

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31

Zhang, Lu, and Ram Tenkasi. "A Test of the Theory of Planned Behavior: Influencing Behavioral Change to Go Green." Academy of Management Proceedings 2017, no. 1 (August 2017): 17857. http://dx.doi.org/10.5465/ambpp.2017.17857abstract.

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32

Hardeman, Wendy, Marie Johnston, Derek Johnston, Debbie Bonetti, Nicholas Wareham, and Ann Louise Kinmonth. "Application of the Theory of Planned Behaviour in Behaviour Change Interventions: A Systematic Review." Psychology & Health 17, no. 2 (January 2002): 123–58. http://dx.doi.org/10.1080/08870440290013644a.

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33

Beach, Robert H. "Emerging Perspectives on Planning and Change Processes." Journal of School Leadership 3, no. 6 (November 1993): 646–65. http://dx.doi.org/10.1177/105268469300300604.

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The development of ideas in planning and change has been affected by empirical studies from practice. Historical theories relative to planned change are being modified by this impact and are shifting toward more flexible and people oriented processes, better tailored to the unique conditions found in schools. An overview of planning and change theory is presented with a discussion as to how observations from practice are being integrated with this theory. The implications of this merging of theory and practice for the educational leader contemplating change are considered in the context of an evolving knowledge base informed by practice.

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34

Smulowitz, Stacy. "Evidence for the performance prism in higher education." Measuring Business Excellence 19, no. 1 (March 16, 2015): 70–80. http://dx.doi.org/10.1108/mbe-11-2014-0043.

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Purpose – This study aims to examine the potential for the Performance Prism (Neely et al., 2001) to influence the perceived outcome of a planned organizational change. General Systems Theory (Ruben, 1979; Thayer, 1968; vonBertalanffy, 1975) is used to understand the differences in stakeholder perception throughout the institution. Design/methodology/approach – Thirty-two participants from four educational support services departments and the senior leadership group of a university were interviewed. A grounded theory, constant comparative method (Glaser and Strauss, 1967) was used to generate themes and codes from transcripts. Findings – Findings suggest that implementers failed to adequately assess all employees’ satisfaction and contributions prior to implementation. Using the Performance Prism could have been the key to perceptions of success about the change effort. Research limitations/implications – Research comparing the Performance Prism to implemented planned change efforts not using the Performance Prism is limited, especially in higher education. Also limited is research using the Performance Prism and General Systems Theory. Practical implications – Understanding stakeholder satisfaction and contributions throughout the organizational system are vital to planned change efforts, especially in loosely coupled organizations (Gallivan, 2001; Neely et al., 2001; Ruben, 1979). Using the Performance Prism is valuable to further this understanding. Originality/value – The study advances the literature about the use of the Performance Prism in higher education by providing an understanding of the implications of neglecting to consider all stakeholders at all levels of the system in planned change efforts.

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35

Dunphy, Dexter C., and Doug A. Stace. "Transformational and Coercive Strategies for Planned Organizational Change: Beyond the O.D. Model." Organization Studies 9, no. 3 (July 1988): 317–34. http://dx.doi.org/10.1177/017084068800900302.

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This paper challenges the universality of O.D. theory, arguing that it presents an incomplete model of organizational change. Two contrasting 'theories' of organization al change are compared and evaluated (the incremental and transformational theses) and also two contrasting methods of change: participation and coercion. All four approaches are seen as legitimate components of a differentiated contingency model of change. The model has implications for the choice of strategies for managing organizational change in differing circumstances and for the training of change agents.

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Lizin, Sebastien, Miet Van Dael, and Steven Van Passel. "Battery pack recycling: Behaviour change interventions derived from an integrative theory of planned behaviour study." Resources, Conservation and Recycling 122 (July 2017): 66–82. http://dx.doi.org/10.1016/j.resconrec.2017.02.003.

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Straatmann, Tammo, Lisa Maria Rothenhöfer, Alexander Meier, and Karsten Mueller. "A Configurational Perspective on the Theory of Planned Behaviour to Understand Employees' Change-Supportive Intentions." Applied Psychology 67, no. 1 (November 16, 2017): 91–135. http://dx.doi.org/10.1111/apps.12120.

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Tikir, Aysel, and Bernard Lehmann. "Climate change, theory of planned behavior and values: a structural equation model with mediation analysis." Climatic Change 104, no. 2 (November 2, 2010): 389–402. http://dx.doi.org/10.1007/s10584-010-9937-z.

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Arya, Bhavana, and Shiromi Chaturvedi. "Extending the Theory of Planned Behaviour to Explain Energy Saving Behaviour." Environmental and Climate Technologies 24, no. 1 (January 1, 2020): 516–28. http://dx.doi.org/10.2478/rtuect-2020-0032.

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Abstract Existing research in environmental psychology suggests that humans are conscious of the impact that their actions have on the environment. However, a corresponding change is yet to be seen in the voluntary adoption of pro-environmental behaviour by the Indian population. While there is an overall improvement in the ecological consciousness, we need to find out the psychological factors that promote adoption and maintenance of environmentally responsible behaviour. The current study incorporated the construct of consideration of future consequences (CFC) into the theory of planned behaviour (TPB) to investigate energy-conservation behaviour in 232 college students. Results confirmed that TPB constructs predict pro-environmental behaviour. Results also confirmed that consideration of future consequences is positively related to efficiency enhancing pro-environment behaviour. The research has implications for planning interventions that address both adoption and maintenance of pro-environment behaviour.

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40

Seputro, William Hadi, and Mary Philia Elisabeth. "Peningkatan Pengetahuan Remaja Mengenai Narkoba, Seks Bebas, dan HIV Menggunakan Kerangka Kerja Theory Of Planned Behavior." Journal An-Nafs: Kajian Penelitian Psikologi 5, no. 2 (November 30, 2020): 200–216. http://dx.doi.org/10.33367/psi.v5i2.1190.

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The level of drug use and free sex behavior in Indonesia is still very high, as much as 28% and 32%, including in one area in a big city, after referred to as the BU area. Based on initial interviews with BU residents, adolescents in BU areas are predominantly drug users and perpetrators of free sex when they knew residents try to cover up and keep quiet. Starting from the desire of BU citizen to change, researchers conducted research using the Theory of Planned Behavior (TPB) framework to provide behavior change interventions for changes in BU residents. Research participants were members of the youth organization consisting of 15 people. Participants selected because they understand and share values and culture with BU residents. Based on the results of the study, all of the participants who experienced changes had the intention to change. Increase in the cognitive realm, helping participants change internal who has an impact on behavior change. The behavior that initially pretended not to know turned into real action, such as listening to stories of unexposed adolescents so as not to be exposed to drugs and free sex and suggesting more positive activities.

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Konlechner, Stefan, Markus Latzke, Wolfgang H. Güttel, and Elisabeth Höfferer. "Prospective sensemaking, frames and planned change interventions: A comparison of change trajectories in two hospital units." Human Relations 72, no. 4 (May 30, 2018): 706–32. http://dx.doi.org/10.1177/0018726718773157.

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Changing organizations is difficult. In this article, we analyze how sensemaking that follows the initiation of change projects relies on the interplay of prospective and retrospective aspects, and we elucidate how organization members’ frames develop over time based on this interplay. Our data, 38 in-depth interviews with nursing and medical staff held at four different points in time, reveal how expectations impact the dynamics of meaning construction in change processes. Our findings demonstrate that the frames through which actors make sense of change initiatives develop continuously, although the expectations embedded in them are ‘sticky’ to some extent. The degree of ‘stickiness’ depends on expectations that are formed through initial prospective sensemaking, as these expectations influence actors’ tolerance regarding dissonant cues. Change initiatives fail when this tolerance becomes exhausted. Our study contributes to theory on sensemaking and change by elaborating on the undertheorized role of prospective sensemaking during change processes.

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42

Pang, Suk Min, Booi Chen Tan, and Teck Chai Lau. "Antecedents of Consumers’ Purchase Intention towards Organic Food: Integration of Theory of Planned Behavior and Protection Motivation Theory." Sustainability 13, no. 9 (May 7, 2021): 5218. http://dx.doi.org/10.3390/su13095218.

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Before consequences of climate change continue to intensify and increasingly affect the entire planet, immediate action must be taken. For instance, adopt the pro-environmental behaviors such as purchase of organic food to minimize the harmful human-caused impacts to the environment. This paper aims to determine the factors that influence the purchase intention of organic food in Malaysia by applying the theory of planned behavior and the protection motivation theory. A total of 300 questionnaires were collected and PLS-SEM was employed to test the structural relationships. Consequences of climate change and health threats were not the primary concerns among Malaysians when deciding whether to purchase organic food. Results show that perceived vulnerability, response efficacy, self-efficacy, subjective norm, and attitude affect purchase intention towards organic food. Consumers were more likely to have positive attitude towards organic food when they have adequate information on vulnerability of a threat and its consequences. The findings provide insights on the antecedents and outcomes of purchase intention towards organic food particularly in Malaysia. Although predictive power of perceived factors such as perceived rewards and perceived efficacy have been extensively researched in the past, there are limited studies that integrate both theories that simultaneously investigate antecedents of consumers’ purchase intention towards organic food.

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Virili, Francesco, and Cristiano Ghiringhelli. "Uncertainty and Emerging Tensions in Organizational Change: A Grounded Theory Study on the Orchestrating Role of the Change Leader." Sustainability 13, no. 9 (April 24, 2021): 4776. http://dx.doi.org/10.3390/su13094776.

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We draw on the grounded theory methodology to analyze an automation project in a global parcel delivery company, as implemented in three parcel sorting hubs in two countries, seeking to identify key factors in successful change and the role of the change leader. We show that a crucial—but often neglected—aspect of successful change is the detection and management of tensions stemming from uncertainty. By recognizing and managing uncertainty and tensions (in this case, manual vs. automated, corporate vs. site, and planned vs. emergent), the change leader, here the industrial engineering function, can orchestrate the differing views and expectations of corporate actors toward a successful implementation of a change program. In line with recent theories on paradoxes and tensions in organizational change, our empirical outcomes imply that effective leadership of change requires the conscious acceptance of uncertainty and tensions between opposite options in key decision areas.

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Horne, Justine, Janet Madill, and Jason Gilliland. "Incorporating the ‘Theory of Planned Behavior’ into personalized healthcare behavior change research: a call to action." Personalized Medicine 14, no. 6 (November 2017): 521–29. http://dx.doi.org/10.2217/pme-2017-0038.

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Fife-Schaw, Chris, Paschal Sheeran, and Paul Norman. "Simulating behaviour change interventions based on the theory of planned behaviour: Impacts on intention and action." British Journal of Social Psychology 46, no. 1 (March 2007): 43–68. http://dx.doi.org/10.1348/014466605x85906.

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Hodge, Brad, Brad Wright, and Pauleen Bennett. "Does academic training change intentions? drawing upon the theory of planned behaviour to improve academic performance." International Journal of Training Research 15, no. 2 (December 21, 2016): 105–18. http://dx.doi.org/10.1080/14480220.2016.1259004.

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Anton, Charis E., and Carmen Lawrence. "The relationship between place attachment, the theory of planned behaviour and residents’ response to place change." Journal of Environmental Psychology 47 (September 2016): 145–54. http://dx.doi.org/10.1016/j.jenvp.2016.05.010.

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Bledsoe, Linda K. "Smoking cessation: An application of theory of planned behavior to understanding progress through stages of change." Addictive Behaviors 31, no. 7 (July 2006): 1271–76. http://dx.doi.org/10.1016/j.addbeh.2005.08.012.

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Senkowski, Valerie, Clara Gannon, and Paul Branscum. "Behavior Change Techniques Used in Theory of Planned Behavior Physical Activity Interventions Among Older Adults: A Systematic Review." Journal of Aging and Physical Activity 27, no. 5 (October 1, 2019): 746–54. http://dx.doi.org/10.1123/japa.2018-0103.

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Physical activity interventions among older adults vary widely in the techniques used to elicit behavior change. The purpose of this systematic review was to determine what behavior change techniques (BCTs) are used in interventions to increase physical activity among older adults using the theory of planned behavior and to make suggestions for BCTs that appear to be more effective. A database search identified peer-reviewed articles documenting interventions based on the theory of planned behavior. Seven articles (three randomized controlled trial, three quasi-experimental, and onen-of-1) from four countries (the United States, the United Kingdom, Australia, and the Netherlands) were included for review. Researchers independently coded BCTs using a hierarchical taxonomy of 93 BCTs. The most frequently coded BCTs includedGoal Setting(n = 5 studies),Action Planning(n = 5 studies), andCredible Source(n = 5 studies). Of the 93 BCTs in the taxonomy, only 26 were used, indicating potential opportunities to implement and evaluate less commonly used techniques in future studies.

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Chan, Hoi-Wing, Vivien Pong, and Kim-Pong Tam. "Explaining participation in Earth Hour: the identity perspective and the theory of planned behavior." Climatic Change 158, no. 3-4 (November 2, 2019): 309–25. http://dx.doi.org/10.1007/s10584-019-02554-y.

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