Abstract
As organizational change becomes more radical, frequent, and unpredictable, our knowledge of the mechanisms governing change at the intrapersonal or within-person level remains limited. In this systematic review of the management and I/O psychology literatures, we offer a novel theoretically based definition of radical change taking place within an individual. Drawing on the theories of dissonance and attitudes toward change, we also present a conceptual model that merges cognitive, affective, and motivational dimensions to explain how an individual’s goal pursuit and achievement are influenced by radical change. In doing so, we move away from studying change at the ‘macro’ organizational level to focus instead on the processes underpinning one’s personal radical change. We further differentiate these processes between two important role occupiers, namely change agents and recipients, and recommend that future scholars consider other boundary conditions and mediating mechanisms. Finally, we conclude with some research-based implications for managerial praxis. We urge future researchers and practitioners to try to better understand the self-transformative experience that is ‘radical change’ and to incorporate this deeper understanding in their theorizing and practice, respectively.
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Notes
We are indebted to one of the anonymous reviewers for this suggestion.
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Acknowledgements
We thank both anonymous reviewers for their suggestions and recommendations. We also thank Gulf University for Science and Technology for supporting the publication of this work. Third, we are greatly indebted to Maria Vakola (Athens University of Economics and Business) for her extensive and valuable feedback on earlier versions of this manuscript. Lastly, we thank Ariane Ollier-Malaterre (Université du Québec à Montréal), Heather Vough (George Mason University), and the anonymous reviewers of the Academy of Management’s Organizational Behavior Division for their constructive critique on earlier versions of this manuscript.
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This work was supported in part by the Fonds Québécois de la Recherche sur la Société et la Culture (dossier # 185945) whilst the first author was a doctoral student at Concordia University’s John Molson School of Business, Montreal, Canada.
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Al Hajj, R., Vongas, J.G. Radical intrapersonal change: three usual suspects, one unusual organizational context. Rev Manag Sci (2024). https://doi.org/10.1007/s11846-024-00747-z
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DOI: https://doi.org/10.1007/s11846-024-00747-z
Keywords
- Radical change
- Cognitive dissonance
- Emotional intelligence
- Goal self-concordance
- Goal commitment
- Goal achievement