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Organizational change research has concentrated on the challenges of implementing isolated changes, paying little attention to the interactions among concurrent change initiatives. Our longitudinal...

Technology-mediated change management (TMCM) refers to an organization's use of digital technologies to facilitate change implementation. The use of digital technology is deeply penetrating change practice. However, alarmingly, few have theorized about or empirically investigated TMCM. A rich body of research informs change management, however, less is known about how technologies are changing the nature of managing the change itself. We stimulate new conversations on this topic by discussing how TMCM provides both valuable benefits and creates new risks in terms of the (a) adaptiveness, (b) personalization, and (c) openness of the change process. TMCM requires urgent attention as it has the potential to help shape the future of change research and practice. We call for scholarship that is reflexive about both the benefits and risks associated with TMCM and we offer directions for research in this relatively new area that may very well determine the future of our field.

Multinational teams are an organizational reality, but they present several challenges. The literature suggests that individuals with multicultural identities are more likely to show behaviors that aim at improving intercultural interactions in multinational teams, though scholars have yet to determine the precise nature of these behaviors. We address this research gap in a multimethod two-study design by identifying five team cultural gap bridging behaviors (CGB behaviors: facilitating, translating, integrating, mediating, and empathetic comforting). In Study 1, we draw on one qualitative and two quantitative datasets to identify within-team CGB behaviors and develop a measure of CGB behaviors. In Study 2, drawing from two-wave survey data, we investigate and find support for the direct relationships between cultural identity plurality and CGB behaviors and the indirect relationships via cultural intelligence.

Prior research has emphasized how leaders use charismatic communication to motivate employee support for organizational change. But beyond inspirational visions, employees also pay attention to whe...

Change implementation interventions (CIIs), i.e., systematic activities aimed at facilitating successful organizational change, are of high relevance for change research and practice. Scholars from...

This paper provides insights in the previously under researched phenomena of cross-level strategizing using processual qualitative data collected throughout the implementation of a new strategy ini...

The five papers in this symposium advance our understanding of organizational change by exploring various aspects including (1) change leadership behaviors (i.e., sensegiving, role modeling, and ex...