- مبلغ: ۸۶,۰۰۰ تومان
- مبلغ: ۹۱,۰۰۰ تومان
Social accounts are a powerful tool in influencing the behavior of organizational members during major change. Examination of their effectiveness has largely focused on the design of accounts to influence behavioral and affective responses. However, when used in real life practice, more individualized, interpretive and agentic responses to social accounts have been found to influence effectiveness. Using an example of large-scale organizational change, moving from one hospital facility to another, we explore the dynamic and contextual interpretation of social accounts over time. Our findings expand social account theory by examining how potentially successful change communications are derailed by the relevance of the account in relation to an individual's past, by the individuals' ability to express agency and by temporality; how over time, lived experience can alter the perceived truthfulness of an account and alter its potency.
Previous research has highlighted the effectiveness of social accounts as a management tool for influencing members during organizational change (Cobb et al., 2001; Cobb & Wooten, 1998; Rousseau & Tijoriwala, 1999). Social accounts are given in order to deliberately direct employee's understanding, affective reactions and behavioral actions towards a politically driven, strategic outcome (Bies, 1987; Braaten et al., 1993; Cobb et al., 2001; Folger & Cropanzano, 2001). In choosing to study social accounts (as opposed to other literature concerned with organizational communications) our aim was to add to theory regarding effectiveness; how accounts can achieve or derail intended strategic outcomes.