The longitudinal effects of organizational change on experienced and enacted bullying behaviour

Ann Louise Holten*, Gregory Robert Hancock, Eva Gemzøe Mikkelsen, Roger Persson, Åse Marie Hansen, Annie Høgh

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Abstrakt

This paper investigates the relation between organizational change and enacted or experienced workplace bullying. We find that there is a longitudinal relation between organizational change and bullying behaviour and that this effect varies depending on the type of preceding organizational change (task-related or relational change). Task-related change predicts experienced bullying behaviours and relational change predicts enacted bullying behaviours. Within a relationistic process precipitation framework, we find that among moderators at the organizational level (leadership quality) and individual level (affectivity), only positive affectivity slightly moderates the relation between relational change and enacted bullying behaviours. The findings are relevant for the development of evidence-based strategies for the prevention of workplace bullying during different types of organizational change.

OriginalsprogEngelsk
TidsskriftThe Journal of Change Management
Vol/bind17
Udgave nummer1
Sider (fra-til)67-89
ISSN1469-7017
DOI
StatusUdgivet - 2. jan. 2017
Udgivet eksterntJa

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