Organizational change research has concentrated on the challenges of implementing isolated changes, paying little attention to the interactions among concurrent change initiatives. Our longitudinal real-time study of a multinational technology firm examines how two corporate change initiatives interfered with each other. The interfering initiatives provoked inconsistency judgments (cognitive, normative, and procedural) and the emergence of collective emotions that undermined change performance. Top managers’ responses fueled the sharing of inconsistency judgments and emotions that fed into a recursive process that, over time, provoked emotional uncertainty, elicited moral emotions, and eroded emotional attachment to change. Our process model reveals inconsistency judgments as a previously overlooked socio-psychological mechanism underpinning interferences between change initiatives. We reveal the limitations of examining organizational change in terms of isolated initiatives and call for research that considers the dynamics between change initiatives.

中文翻译：

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没有变化是一座孤岛：变革举措之间的干扰如何引起破坏实施的不一致

组织变革研究集中在实施孤立变革的挑战上，很少关注并发变革举措之间的相互作用。我们对一家跨国技术公司的纵向实时研究检查了两个公司变革计划如何相互干扰。干扰性的举措引发了不一致的判断（认知、规范和程序）以及集体情绪的出现，这些情绪破坏了变革绩效。高层管理人员的反应助长了不一致的判断和情绪的分享，这些判断和情绪会形成一个递归过程，随着时间的推移，会引发情绪的不确定性，引发道德情绪，并侵蚀对变化的情感依恋。我们的过程模型揭示了不一致判断是一种以前被忽视的社会心理机制，它支持变革举措之间的干扰。我们揭示了从孤立的举措方面检查组织变革的局限性，并呼吁进行研究，考虑变革举措之间的动态。