Exploring Identity And Change In Nonprofit Organisations: An Employee-Level Perspective
Frahm, Jennifer A. & Newton, Cameron J. (2007) Exploring Identity And Change In Nonprofit Organisations: An Employee-Level Perspective. In 21st Australia and New Zealand Academy of Management (ANZAM) Conference 2007, 4-7 December 2007, University of Western Sydney, New South Wales.
This paper addresses the crucial issue of how nonprofit employees respond to organisational change. After noting the lack of empirical work on nonprofit organisations and organisational change, we report on part of a larger research project addressing how nonprofit employees cope with identity shift (such as from a community identity to a corporate identity). A survey of 181 nonprofit employees reveals that being open to change is easier for those who possess a corporate identity and more difficult for those who maintain a community identity. The scale of change matters; with incremental change significantly and negatively related to openness to change. The qualitative analysis suggests that nonprofit employees in this sample struggle with identity shift and that group identity acts as a buffer to the potential strain associated with managing the change in nonprofit organisations. Implications for management of nonprofit employees are discussed in light of these findings.
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|Item Type:||Conference Paper|
|Keywords:||organizational change, resist change|
|Subjects:||Australian and New Zealand Standard Research Classification > PSYCHOLOGY AND COGNITIVE SCIENCES (170000) > PSYCHOLOGY (170100) > Industrial and Organisational Psychology (170107)|
|Divisions:||Current > Research Centres > Australian Centre for Philanthropy and Nonprofit Studies|
Current > QUT Faculties and Divisions > QUT Business School
|Copyright Owner:||Copyright 2007 (please consult author)|
|Deposited On:||08 Feb 2008|
|Last Modified:||25 Sep 2013 22:39|
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