27 Pages Posted: 7 Feb 2009 Last revised: 15 Jun 2011
Date Written: February 6, 2009
How do organizations become and remain great places to work? That is the question that primarily motivates this chapter. The authors claim that is precisely the adaptive capability of self-renewal which characterizes great places to work. But changing mindsets is never easy and the need for adaptation usually induces a high degree of stress, both at individual and organizational levels. Even if a simple recipe for facing continuous adaptation does not exist, learning how to manage organizational change processes effectively may serve as a platform to motivate people to create better organizations and to keep individual and organizational stress at acceptable levels. This chapter discusses the internal and external pressures that may trigger organizational changes. Then, it explores the four stages of the organizational change process - creating a shared mindset, changing behaviour, institutionalizing change, and transforming the organization. Implications and challenges for practitioners are drawn.
Keywords: Leadership, Organizational Change, Stress, Organizational Culture
Suggested Citation: Suggested Citation
Kets de Vries, Manfred F.R. and Guillen, Laura and Korotov, Konstantin, Organizational Culture, Leadership, Change, and Stress (February 6, 2009). INSEAD Working Paper No. 2009/10/EFE/IGLC. Available at SSRN: https://ssrn.com/abstract=1338709 or http://dx.doi.org/10.2139/ssrn.1338709