Kantola & Kinnunen (2024). Blurred limits and threat of isolation? Employees’ fears in transition to self-determined organization
Summary: The study explored employee experiences and fears in a Finnish financial services company transitioning to a self-determined organizational culture. This type of organizational culture emphasizes autonomy, with employees gaining greater control over work-related decisions. Using a qualitative, grounded theory approach, the second author conducted ten in-depth interviews with employees across various roles, locations, and organizational levels. Both authors analyzed the data using the Gioia method to identify themes and dimensions of fear during this organizational change. The study identified three dimensions of employee fears in the transition to self-determination:
- Doing: Task-related fears, including concerns over changing job requirements, increased workloads, and adapting to new ways of working.
- Being: Fears about personal coping, isolation, and role ambiguity, reflecting anxieties about individuals’ identities and social belonging within the organization.
- Becoming: Collective fears about the future direction of the organization, the pace of change, and uncertainty about outcomes. Employees expressed doubts about the organization’s ability to manage change effectively.
These fears highlighted the emotional and cognitive challenges employees face, emphasizing that transitioning to a self-determined culture not only alters work practices but also necessitates profound personal and collective adaptations. The findings align with CECE’s interest in sustainability and systemic transitions. The study underscores the importance of addressing human and emotional factors in organizational transformations, particularly in fostering a culture that supports sustainable change. By highlighting the psychological dimensions of change, it provides insights into how organizations can better implement self-determined models in ways that are inclusive and supportive of employees’ well-being.
Usefulness of the results: …
Authors: Jenni Kantola, University of Jyväskylä; Juha P. Kinnunen, University of Eastern Finland
Publishing date: 19.11.2024
Format of the publication: Scientific Article
Publishing platform: Journal of Organizational Change Management (https://doi.org/10.1108/JOCM-05-2023-0188)
More information: juha.kinnunen@uef.fi