Purpose – Today’s organizations face constant structural and cultural changes at an accelerated p... more Purpose – Today’s organizations face constant structural and cultural changes at an accelerated pace, with a growing focus on self-determination to improve employee motivation and organizational performance. The shift toward a self-determined organizational culture allows employees greater autonomy in making decisions related to their work which are found to provide many positive organizational- and individual-level outcomes. However, adapting to an autonomous work culture is a complex process and demands cognitive capacity, which is especially challenging for those who have previously experienced low autonomy in their work. Consequently, individuals are found to experience mixed feelings as they make sense of ongoing changes and fear potential dangers that change entails. The purpose of the present study is to understand what employees perceive as frightening in a self-determined organizational culture, which is generally associated with a positive image and that so many organizations are increasingly leaning to in that direction. Design/methodology/approach – In this study, we collected ten in-depth-interviews from employees from a case company, Finnish financial services company that was undergoing an organizational change toward a self-determined organizational culture. We approached data from grounded theory perspective that revealed that fear was explicit in participants’ narration, which then led us to focus on fears. By applying the Gioia method to the analysis, we recognized how individuals made sense of change through fears. Findings – In our findings, we recognized that individuals made sense of the change in an organization’s culture through processing fears on three levels: fears of doing, being, and becoming. This revealed that individuals do not fear an organization’s cultural change only because they need to adjust to new ways of working but because they themselves must change too. While individuals are experiencing enormous changes at work, they are engaging in a process where they try to make sense of expectations and struggle to create new meanings and behaviors. Expressing worries of an organization’s actions and development can be one way of distancing oneself from the change while evaluating one´s own position. Originality/value – This study provides an understanding of an ongoing organizational culture change in the context of a transition to a self-determined organizational culture. Although the benefits of self-determined organizing and culture have been strongly emphasized, this study points out the challenges that an increase in autonomy causes among employees and how demanding the process in adapting to a new culture can be. Keywords Fear, Self-determined organization, Self-management, Change management Paper type Research paper
While individual resilience has been extensively examined within organizational contexts, its con... more While individual resilience has been extensively examined within organizational contexts, its conceptual clarity, especially in the business context, remains a subject of concern, necessitating further research. This study addresses this research gap by conducting a conceptual analysis of 97 scientific articles from international peer-reviewed journals, supplemented with bibliometric analysis, about the concept of individual resilience in organizations in the business context. The findings reveal that it is an interactive process influenced by the social environment and the organization itself. It can manifest before, during, or after encountering unusual situations or challenges and can take various forms, such as state-, outcome-, trait-, or process-based resilience. The study introduces a comprehensive model of individual resilience in organizations in the business context, encompassing critical elements, antecedents, and consequences. This model o!ers practical insights for enhancing leadership and establishing supportive mechanisms, while also serving as an agenda for future research.
In many organizations increasing self-management is a new way of working. The case organization o... more In many organizations increasing self-management is a new way of working. The case organization of this study is a Finnish financial services organization with about 100 employees. We use qualitative interview data to explore the commonalities and contradictions in the interpretations of employees and management in an organization that is in a process of adopting a more self-managed way of working. We also examine the implementation of the basic assumptions of Self-Determination Theory in today's organizational environment. We approach the issue from both theoretical and empirical perspectives. Our analysis shows that self-management in the target organization is initiated and controlled by management, which sets strict limits but allows only a certain amount of freedom. Our case study provides both theoretical and practical insights into the discussion of the process of increasing self-management.
Purpose – Today’s organizations face constant structural and cultural changes at an accelerated p... more Purpose – Today’s organizations face constant structural and cultural changes at an accelerated pace, with a growing focus on self-determination to improve employee motivation and organizational performance. The shift toward a self-determined organizational culture allows employees greater autonomy in making decisions related to their work which are found to provide many positive organizational- and individual-level outcomes. However, adapting to an autonomous work culture is a complex process and demands cognitive capacity, which is especially challenging for those who have previously experienced low autonomy in their work. Consequently, individuals are found to experience mixed feelings as they make sense of ongoing changes and fear potential dangers that change entails. The purpose of the present study is to understand what employees perceive as frightening in a self-determined organizational culture, which is generally associated with a positive image and that so many organizations are increasingly leaning to in that direction. Design/methodology/approach – In this study, we collected ten in-depth-interviews from employees from a case company, Finnish financial services company that was undergoing an organizational change toward a self-determined organizational culture. We approached data from grounded theory perspective that revealed that fear was explicit in participants’ narration, which then led us to focus on fears. By applying the Gioia method to the analysis, we recognized how individuals made sense of change through fears. Findings – In our findings, we recognized that individuals made sense of the change in an organization’s culture through processing fears on three levels: fears of doing, being, and becoming. This revealed that individuals do not fear an organization’s cultural change only because they need to adjust to new ways of working but because they themselves must change too. While individuals are experiencing enormous changes at work, they are engaging in a process where they try to make sense of expectations and struggle to create new meanings and behaviors. Expressing worries of an organization’s actions and development can be one way of distancing oneself from the change while evaluating one´s own position. Originality/value – This study provides an understanding of an ongoing organizational culture change in the context of a transition to a self-determined organizational culture. Although the benefits of self-determined organizing and culture have been strongly emphasized, this study points out the challenges that an increase in autonomy causes among employees and how demanding the process in adapting to a new culture can be. Keywords Fear, Self-determined organization, Self-management, Change management Paper type Research paper
While individual resilience has been extensively examined within organizational contexts, its con... more While individual resilience has been extensively examined within organizational contexts, its conceptual clarity, especially in the business context, remains a subject of concern, necessitating further research. This study addresses this research gap by conducting a conceptual analysis of 97 scientific articles from international peer-reviewed journals, supplemented with bibliometric analysis, about the concept of individual resilience in organizations in the business context. The findings reveal that it is an interactive process influenced by the social environment and the organization itself. It can manifest before, during, or after encountering unusual situations or challenges and can take various forms, such as state-, outcome-, trait-, or process-based resilience. The study introduces a comprehensive model of individual resilience in organizations in the business context, encompassing critical elements, antecedents, and consequences. This model o!ers practical insights for enhancing leadership and establishing supportive mechanisms, while also serving as an agenda for future research.
In many organizations increasing self-management is a new way of working. The case organization o... more In many organizations increasing self-management is a new way of working. The case organization of this study is a Finnish financial services organization with about 100 employees. We use qualitative interview data to explore the commonalities and contradictions in the interpretations of employees and management in an organization that is in a process of adopting a more self-managed way of working. We also examine the implementation of the basic assumptions of Self-Determination Theory in today's organizational environment. We approach the issue from both theoretical and empirical perspectives. Our analysis shows that self-management in the target organization is initiated and controlled by management, which sets strict limits but allows only a certain amount of freedom. Our case study provides both theoretical and practical insights into the discussion of the process of increasing self-management.
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Papers by Juha Kinnunen
related to their work which are found to provide many positive organizational- and individual-level outcomes. However, adapting to an autonomous work culture is a complex process and demands cognitive capacity, which is especially challenging for those who have previously experienced low autonomy in their work. Consequently, individuals are found to experience mixed feelings as they make sense of ongoing changes and fear potential dangers that change entails. The purpose of the present study is to understand what employees perceive as
frightening in a self-determined organizational culture, which is generally associated with a positive image and that so many organizations are increasingly leaning to in that direction.
Design/methodology/approach – In this study, we collected ten in-depth-interviews from employees from a case company, Finnish financial services company that was undergoing an organizational change toward a self-determined organizational culture. We approached data from grounded theory perspective that revealed that fear was explicit in participants’ narration, which then led us to focus on fears. By applying the Gioia method to the analysis, we recognized how individuals made sense of change through fears.
Findings – In our findings, we recognized that individuals made sense of the change in an organization’s culture through processing fears on three levels: fears of doing, being, and becoming. This revealed that individuals do not fear an organization’s cultural change only because they need to adjust to new ways of working but because they themselves must change too. While individuals are experiencing enormous changes at work, they are engaging in a process where they try to make sense of expectations and struggle to create new meanings and behaviors. Expressing worries of an organization’s actions and development can be one way of distancing
oneself from the change while evaluating one´s own position.
Originality/value – This study provides an understanding of an ongoing organizational culture change in the context of a transition to a self-determined organizational culture. Although the benefits of self-determined organizing and culture have been strongly emphasized, this study points out the challenges that an increase in autonomy causes among employees and how demanding the process in adapting to a new culture can be.
Keywords Fear, Self-determined organization, Self-management, Change management
Paper type Research paper
97 scientific articles from international peer-reviewed journals, supplemented with bibliometric analysis, about the concept of individual resilience in organizations in the business context. The findings reveal that it is an interactive process influenced by the social environment and
the organization itself. It can manifest before, during, or after encountering unusual situations or challenges and can take various forms, such as state-, outcome-, trait-, or process-based resilience. The study introduces a comprehensive model of individual resilience in organizations
in the business context, encompassing critical elements, antecedents, and consequences. This model o!ers practical insights for enhancing leadership and establishing supportive mechanisms, while also serving as an agenda for future research.
related to their work which are found to provide many positive organizational- and individual-level outcomes. However, adapting to an autonomous work culture is a complex process and demands cognitive capacity, which is especially challenging for those who have previously experienced low autonomy in their work. Consequently, individuals are found to experience mixed feelings as they make sense of ongoing changes and fear potential dangers that change entails. The purpose of the present study is to understand what employees perceive as
frightening in a self-determined organizational culture, which is generally associated with a positive image and that so many organizations are increasingly leaning to in that direction.
Design/methodology/approach – In this study, we collected ten in-depth-interviews from employees from a case company, Finnish financial services company that was undergoing an organizational change toward a self-determined organizational culture. We approached data from grounded theory perspective that revealed that fear was explicit in participants’ narration, which then led us to focus on fears. By applying the Gioia method to the analysis, we recognized how individuals made sense of change through fears.
Findings – In our findings, we recognized that individuals made sense of the change in an organization’s culture through processing fears on three levels: fears of doing, being, and becoming. This revealed that individuals do not fear an organization’s cultural change only because they need to adjust to new ways of working but because they themselves must change too. While individuals are experiencing enormous changes at work, they are engaging in a process where they try to make sense of expectations and struggle to create new meanings and behaviors. Expressing worries of an organization’s actions and development can be one way of distancing
oneself from the change while evaluating one´s own position.
Originality/value – This study provides an understanding of an ongoing organizational culture change in the context of a transition to a self-determined organizational culture. Although the benefits of self-determined organizing and culture have been strongly emphasized, this study points out the challenges that an increase in autonomy causes among employees and how demanding the process in adapting to a new culture can be.
Keywords Fear, Self-determined organization, Self-management, Change management
Paper type Research paper
97 scientific articles from international peer-reviewed journals, supplemented with bibliometric analysis, about the concept of individual resilience in organizations in the business context. The findings reveal that it is an interactive process influenced by the social environment and
the organization itself. It can manifest before, during, or after encountering unusual situations or challenges and can take various forms, such as state-, outcome-, trait-, or process-based resilience. The study introduces a comprehensive model of individual resilience in organizations
in the business context, encompassing critical elements, antecedents, and consequences. This model o!ers practical insights for enhancing leadership and establishing supportive mechanisms, while also serving as an agenda for future research.