A Grounded Model of Organizational Schema Change During Empowerment
研究员工在参与组织架构设计时，因固有认知图式和怀疑管理层承诺而产生的抵制行为，并构建了图式变革的扎根模型，对组织变革实践有指导意义。
We analyzed employee resistance to an organizational change project in which employees were empowered to participate in the design of a new organizational structure. What emerged from our analysis was the importance of cognitive barriers to empowerment. Employees' resistance appeared to be motivated less by intentional self-interest than by the constraints of well-established, ingrained schemas. Resistance was also fueled by skepticism among the employees about management's commitment to the new decision-making schema, especially because employees judged managerial actions to be inconsistent with their new espoused framework. A grounded model of schema change is developed for changes in organizational decision-making schemas during empowerment efforts. Theoretical implications and suggestions for improving organizational change efforts are proposed.