ABSTRACT

This article takes a positive organizational scholarship lens to change management and explores what is the relationship between emotions and communication in managing positive change. Through an abductive study, it suggests a framework of positive post-acquisition change, which centres on interaction in the generation of positive emotions. The framework is built based on a Finnish – German merger completed in late 2013 and substantiated through a German – Finnish acquisition completed in early 2017. Based on the findings, positive emotions can enhance employee identification with the post-acquisition organization as well as increase motivation and engagement in change. Conversely, negative emotions are likely to cause protectionist, change-resistant behaviour. Whereas top-down communication is essential in ensuring day-to-day functions, interaction enables the creation of positive emotions and thereby engages employees in change-congruent behaviour.

MAD statement

Generating positive emotions rather than merely alleviating negative emotions can significantly enhance change outcomes. Practitioners have the ability to encourage the emergence of positive emotions through different communication means. Traditional communication, i.e. ‘information sharing’, ensures day-to-day functionality and can help alleviate worries, but does not engage employees in change. Instead, participation and interaction create a sense of ownership, generating positive emotions and motivating employees to work toward change.

摘要

本文采用积极的组织学术视角来变革管理，并探讨在管理积极变革中情绪与沟通之间的关系。通过一项溯因研究，它提出了一个积极的习得后变化框架，该框架以积极情绪产生中的互动为中心。该框架基于 2013 年底完成的芬兰-德国合并，并通过 2017 年初完成的德国-芬兰收购得到证实。根据调查结果，积极情绪可以增强员工对收购后组织的认同感，并提高积极性和参与变革。相反，负面情绪可能会导致保护主义、抵制变革的行为。自上而下的沟通对于确保日常功能至关重要，

MAD声明

产生积极情绪，而不仅仅是减轻消极情绪，可以显着提高变革成果。从业者有能力通过不同的交流方式鼓励积极情绪的出现。传统的沟通方式，即“信息共享”，确保了日常功能并有助于减轻忧虑，但不会让员工参与变革。相反，参与和互动会产生一种主人翁感，产生积极的情绪并激励员工为变革而努力。