Upbeat or Off‐the‐Mark? How Work Rhythms Affect Strategic Change
基于一所大学研究单元战略变革的两年定性案例，识别出员工应对新工作节奏的四种模式，并构建了节奏应对过程模型，揭示其对变革成功和员工福祉的影响。
Abstract This study examines how organizational members cope with new work rhythms that are brought about by a strategic organizational change. Based on a two‐year qualitative case study of a major strategic change in a research unit at a university that encouraged academics to embody an upbeat, energetic work rhythm, we identify four different modes of engaging with rhythms (syncing, tuning, figuring, and settling). We found that individual academics engaged rhythmically in different ways to meet this expected way of working and with discernible consequences for how they participated in the strategic change and ultimately were able to support the change, or not. Based on our study findings, we conceptualize a process model of rhythmic coping that highlights a central but often overlooked part of strategic change with significant implications for the success of a change as well as for the continued health and well‐being of employees.