Skip to main content
SpringerLink
Log in

Incremental and Disruptive Change and Wellbeing

  • Reference work entry
  • First Online:
Handbook on Management and Employment Practices

Part of the book series: Handbook Series in Occupational Health Sciences ((HDBSOHS,volume 3))

  • 1651 Accesses

Abstract

This chapter covers two main topics: types of changes (i.e., incremental and disruptive) and employee wellbeing. We provide in detail how to understand different organizational changes and wellbeing, and their relations. Organizational changes run on a continuum from incremental to transformational change, where the latter includes disruptive changes. Although this topic is important, there is still a lack of understanding of the role of wellbeing in organizational change processes, as the intended target or unsolicited effect, which we term the primary or secondary objective of an organizational change. Irrespective of the type of organizational change, whether disruptive or incremental and the role of wellbeing it involves changes in the organizational design. We therefore find that the theory of organizational design is a valuable tool as it includes the concern for wellbeing and performance. Following this, sustainable management of changes that include concern for organizational performance and employee wellbeing is essential if organizations aim for capabilities that will allow the organization to respond to challenges and opportunities in the business environment while including concern for employee wellbeing. Therefore, managers must learn how to understand the role of wellbeing in organizational changes and the organizational capabilities and prerequisites required to plan and execute change.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Log in via an institution
Chapter
USD 29.95
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
eBook
USD 249.99
Price excludes VAT (USA)
  • Available as EPUB and PDF
  • Read on any device
  • Instant download
  • Own it forever
Hardcover Book
USD 279.99
Price excludes VAT (USA)
  • Durable hardcover edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

References

  • Ackerman L (1997) Development, transition or transformation: the question of change in organisations. In: Van Eynde D, Hoy J, Van Eynde D (eds) Organisation development classics. Jossey-Bass, San Francisco, pp 43–55

    Google Scholar 

  • Al-Haddad S, Kotnour T (2015) Integrating the organizational change literature: a model for successful change. J Organ Change Manage 28(2):234–262. https://doi.org/10.1108/JOCM-11-2013-0215

  • Alagaraja M (2020) Wellbeing in the workplace: a new conceptual model and implications for practice. In: The Palgrave handbook of workplace well-being. Springer International Publishing, London, UK, pp 1–22

    Google Scholar 

  • Anderson D, Anderson LA (2010) Building organizational change capability. In: Beyond change management, 2nd edn. Pfeiffer, San Francisco, pp 106–131

    Google Scholar 

  • Beer M, Nohria N (2000) Cracking the code of change. Harv Bus Rev 78:133–141. https://doi.org/10.1108/00251740010317423

    Article  Google Scholar 

  • Bower JL, Christensen CM (1995) Disruptive technologies: catching the wave. Harv Bus Rev 73(1):43–53

    Google Scholar 

  • Brown BC (2012) Leading complex change with post-conventional consciousness. J Organ Chang Manag 25:4–560. https://doi.org/10.1108/09534811211239227

    Article  Google Scholar 

  • Bryson A, Barth E, Dale-Olsen H (2013) THE EFFECTS OF ORGANIZATIONAL CHANGE ON WORKER WELL-BEING AND THE MODERATING ROLE OF TRADE UNIONS. ILR Rev 66:989–1011. https://doi.org/10.1177/001979391306600410

    Article  Google Scholar 

  • Burke WW (2017) Organization change. Theory and practice, 5th edn. SAGE, Thousands Oaks, California, USA

    Google Scholar 

  • Burnes B (2004) Kurt Lewin and the planned approach to change: a re-appraisal. J Manag Stud 41:977–1002. https://doi.org/10.1111/j.1467-6486.2004.00463.x

    Article  Google Scholar 

  • Burnes B (2009) Managing change, 5th edn. FT Prenctice Hall, Essex, England

    Google Scholar 

  • Collins D (1998) Organizational change: sociological perspectives. Routledge, London

    Google Scholar 

  • Cummings TG, Worley CG (2001) Organizational development and change. South-Western College Publishing, Cincinnati

    Google Scholar 

  • Daniels K (2019) What makes employees happy - research – UEA. In: Explor. UAE Res. https://www.uea.ac.uk/research/explore/what-makes-employees-happy. Accessed 27 Oct 2020

  • Daniels K, Watson D, Gedikli C (2017) Well-being and the social environment of work: a systematic review of intervention studies. Int J Environ Res Public Health 14

    Google Scholar 

  • DeFrank RS, Cooper CL (2013) Worksite stress management interventions: their effectiveness and conceptualisation. In: Cooper CL (eds) From Stress to Wellbeing Volume 2. Palgrave Macmillan, London. https://doi.org/10.1057/9781137309341_1

  • Dettinger KM, Smith MJ (2006) Human factors in organizational design and management. In: Salvendy G (ed) Handbook of human factors and ergonomics. Wiley, Hoboken, New Jersey, USA, p 513

    Google Scholar 

  • Donald M (2019) Leading and managing change in the age of disruption and artificial intelligence, 1st edn. Emerald Publishing Limited, Bingley

    Book  Google Scholar 

  • Edwards K, Jensen PL (2014) Design of systems for productivity and well being. Appl Ergon 45:26–32. https://doi.org/10.1016/j.apergo.2013.03.022

    Article  Google Scholar 

  • Edwards K, Prætorius T, Nielsen AP (2020) A model of cascading change: orchestrating planned and emergent change to ensure employee participation. J Chang Manag. https://doi.org/10.1080/14697017.2020.1755341

  • Fisher CD (2014) Conceptualizing and measuring wellbeing at work. In: Work and wellbeing: wellbeing: a complete reference guide. Wiley, Hoboken, pp 1–25

    Google Scholar 

  • Galbraith J (1975) Designing complex organizations: an executive briefing on strategy, structure, and process, 1st edn. Jossey-Bass, San Francisco

    Google Scholar 

  • Galbraith J, Downey D, Kates A (2002) Designing dynamic organizations. A hands-on guide for leaders at all levels. AMACOM

    Google Scholar 

  • Gilbert C, Bower JL (2002) Disruptive change: when trying harder is part of the problem. Harv Bus Rev 80:94–101

    Google Scholar 

  • Gillespie R (1991) Manufacturing knowledge: a history of the Hawthorne experiments. Cambridge University Press, New York

    Google Scholar 

  • Hasle P, Seim R, Refslund B (2019) From employee representation to problem-solving: mainstreaming OHS management. Econ Ind Democr 40:662–681. https://doi.org/10.1177/0143831x16653187

    Article  Google Scholar 

  • Havermans BM, Schlevis RM, Boot CR et al (2016) Process variables in organizational stress management intervention evaluation research: a systematic review. Scand J Work Environ Health 42. https://doi.org/10.5271/sjweh.3570

  • Huppert FA, So TTC (2013) Flourishing across Europe: application of a new conceptual framework for defining well-being. Soc Indic Res 110:837–861. https://doi.org/10.1007/s11205-011-9966-7

    Article  Google Scholar 

  • Hurrell JJ, Murphy LR (1996) Occupational stress intervention. Am J Ind Med 29:338–341

    Article  Google Scholar 

  • Ipsen C, Jensen PL (2012) Organizational options for preventing work-related stress in knowledge work. Int J Ind Ergon 42:325–334. https://doi.org/10.1016/j.ergon.2012.02.006

    Article  Google Scholar 

  • Ipsen C, Karanika-Murray M, Hasson H (2018) Intervention leadership: a dynamic role that evolves in tandem with the intervention. Int J Work Heal Manag 11:190–192

    Google Scholar 

  • Ipsen C, Nardelli G, Edwards K, Kirchner K (2020) Sustainable management of job (re)design: a position paper on balancing competitive advantage and organisational performance to ensure healthy workplaces. In: International symposium on human factors in organisational design and management, Stratford on Avon, pp 321–322

    Google Scholar 

  • Jensen PL (2000) Systematic occupational health and safety management -–an introduction to a new strategy for occupational safety, health and well-being. In: Frick K, Jensen PL, Quinlan M, Wilthagen T (eds) Occupational helath and safety management - perspectives on an international development, 1st edn. Pergamon, Elsevier Science, Oxford, pp 1–16

    Google Scholar 

  • Knoster T (2002) Leading and managing complex change. https://edadm821.files.wordpress.com/2013/01/leading-and-managing-complex-change1.pdf. Accessed 27 Oct 2020

  • Knoster T, Villa R, Thousand J (2000) Knoster: managing complex change. In: Restructuring for caring and effective education: piecing the puzzle together. Brookes Publishing Company, Baltimore, pp 93–128

    Google Scholar 

  • Kotter J (1995) Leading change: why transformation efforts fail. Harv Bus Rev 73(2):59–67

    Google Scholar 

  • Kotter J, Schlesinger LA (2008) Choosing strategies for change. Harv Bus Rev 86(7–8):130–139+162

    Google Scholar 

  • Lamontagne AD, Keegel T, Louie AM et al (2005) A systematic review of the job-stress intervention evaluation literature, 1990–2005. Int J Occup Environ Health 13:268–280. https://doi.org/10.1179/oeh.2007.13.3.268

    Article  Google Scholar 

  • Litchfield P, Cooper C, Hancock C, Watt P (2016) Work and wellbeing in the 21st century. Int J Environ Res Public Health 13(11):1065–1076. Published online 2016 Oct 31. https://doi.org/10.3390/ijerph13111065

  • Liversedge B (2020) Five secrets to a successful wellbeing strategy. Saf Manag. https://www.britsafe.org/publications/safety-management-magazine/safety-management-magazine/2020/five-secrets-to-a-successful-wellbeing-strategy/

  • Lundmark R, Hasson H, von Thiele SU et al (2017) Leading for change: line managers’ influence on the outcomes of an occupational health intervention. Work Stress 31:276–296. https://doi.org/10.1080/02678373.2017.1308446

    Article  Google Scholar 

  • Nardelli G, Broumels M (2018) MANAGING INNOVATION PROCESSES THROUGH VALUE CO-CREATION: a PROCESS CASE from BUSINESS-TO-BUSINESS SERVICE PRACTISE. Int J Innov Manag 22. https://doi.org/10.1142/S1363919618500305

  • Neely A (2005) The evolution of performance measurement research. Int J Oper Prod Manag 25:1264–1277

    Article  Google Scholar 

  • Nielsen K, Abildgaard JS (2013) Organizational interventions: a research-based framework for the evaluation of both process and effects. Work Stress 27:278–297

    Article  Google Scholar 

  • Nielsen K, Noblet A (2018) Organizational interventions for health and well-being. A handbook for evidence-based practice. Routledge, Abingdon

    Book  Google Scholar 

  • Nielsen K, Raymond R, Holten A-L, González ER (2010) Conducting organizational-level occupational health interventions: what works? Work Stress 24:234–259

    Article  Google Scholar 

  • Osterwalder A, Pigneur Y (2010) Business Model Generation – Canvas

    Google Scholar 

  • Palmer I, Akin G, Dunford R (2009) Managing organizational change: a multiple perspectives approach. McGraw-Hill Higher Education, New York

    Google Scholar 

  • Peccei R, Van De Voorde K (2016) The application of the multilevel paradigm in human resource management–outcomes research. J Manage. https://doi.org/10.1177/0149206316673720

  • Pfeffer J (2019) What will it take for people to stop “Dying for a paycheck”? In: Ballard D, Swanson N, Allen T (eds) Work, stress & health. APA, Philadelphia

    Google Scholar 

  • Salvendy G, Karwowski W (eds) (2011) Advances in occupational, social, and organizational ergonomics (1st ed.). CRC Press. https://doi.org/10.1201/EBK1439835074. Boca Raton, Florida, US, Taylor & Francis Group

  • Smith MJ, Sainfort P (1989) A balance theory of job design for stress reduction. Int J Ind Ergon 4:67–79

    Article  Google Scholar 

  • Sørensen OH, Holman D (2014) A participative intervention to improve employee well-being in knowledge work jobs: a mixed methods evaluation study. Work Stress 28:67–86. https://doi.org/10.1080/02678373.2013.876124

    Article  Google Scholar 

  • Taris TW, Schaufeli WB (2015a) Individual well-being and performance at work – a conceptual and theoretical overview. In: van Veldhoven M, Peccei R (eds) Well-being and performance at work, 1st edn. Psychology Press, East Sussex, pp 15–35

    Google Scholar 

  • Taris TW, Schaufeli WB (2015b) Individual well-being and performance at work. In: Van Veldhoven M, Peccei R (eds) Well-being and performance at work. Psychology Press, Hove, East Sussex, pp 15–35

    Google Scholar 

  • Taylor FW (1998) The principles of scientific management, 1st edn. Dover Publications, Mineola

    Google Scholar 

  • Van de Ven AH, Poole MS (1995) Explaining development and change in organizations. Acad Manag Rev 20:510–540

    Article  Google Scholar 

  • Van de Ven AH, Poole MS (2005) Alternative approaches for studying organizational change. Organ Stud 26:1377–1404. https://doi.org/10.1177/0170840605056907

    Article  Google Scholar 

  • Van De Voorde K, Paauwe J, Van Veldhoven M (2012) Employee well-being and the HRM-organizational performance relationship: a review of quantitative studies. Int J Manag Rev. https://doi.org/10.1111/j.1468-2370.2011.00322.x

  • Weick KE (2001) Organizational redesign as improvisation. In: Making sense of the organization. Blackwell Publishing Ltd, pp 57–91

    Google Scholar 

  • Weick K (2009) Emergent change as a universal in organizations, chapter 13. In: Making sense of the organization. The impermanent organization, vol 2. Wiley, Croydon, pp 225–243

    Google Scholar 

  • Weick KE, Quinn RE (1999) Organizational change and development. Annu Rev Psychol 50:361–386

    Article  Google Scholar 

  • Westgaard RH, Winkel J (2011) Occupational musculoskeletal and mental health: significance of rationalization and opportunities to create sustainable production systems – A systematic review. Appl Ergon 42(2):261–96. https://doi.org/10.1016/j.apergo.2010.07.002. Epub 2010 Sep 17. PMID: 20850109

Download references

Author information

Authors and Affiliations

  1. DTU Management, Technical University of Denmark, Kgs. Lyngby, Denmark

    Christine Ipsen & Kasper Edwards

Authors
  1. Christine Ipsen
    View author publications

    You can also search for this author in PubMed Google Scholar

  2. Kasper Edwards
    View author publications

    You can also search for this author in PubMed Google Scholar

Corresponding author

Correspondence to Christine Ipsen .

Editor information

Editors and Affiliations

  1. Centre for Work, Organisation and Wellbeing, Griffith University, Brisbane, QLD, Australia

    Paula Brough

  2. School of Management QUT Business School, Queensland University of Technology, Brisbane, QLD, Australia

    Elliroma Gardiner

  3. Norwich Business School, University of East Anglia, Norwich, UK

    Kevin Daniels

Section Editor information

  1. Norwich Business School, University of East Anglia, Norwich, United Kingdom

    Kevin Daniels

  2. School of Applied Psychology, Griffith University, Mount Gravatt, QLD, Australia

    Paula Brough PhD

Rights and permissions

Reprints and permissions

Copyright information

© 2022 Springer Nature Switzerland AG

About this entry

Check for updates. Verify currency and authenticity via CrossMark

Cite this entry

Ipsen, C., Edwards, K. (2022). Incremental and Disruptive Change and Wellbeing. In: Brough, P., Gardiner, E., Daniels, K. (eds) Handbook on Management and Employment Practices. Handbook Series in Occupational Health Sciences, vol 3. Springer, Cham. https://doi.org/10.1007/978-3-030-29010-8_6

Download citation

Publish with us

Policies and ethics

Search

Navigation