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The Role of Conditional Cooperation in Organizing Change

In: Management of Permanent Change

Author

Listed:
  • Nadine Finkbeiner

    (Reinhard-Mohn-Institute for Management and Corporate Governance)

  • Michèle Morner

    (Reinhard-Mohn-Institute for Management and Corporate Governance
    German University of Administrative Sciences)

Abstract

Change initiatives have the tendency to fail in organizations because the employee’s central role in the process of change is disregarded. With the focus on the individual in corporate change, management has to create an environment which encourages change in organizations. In this work we recommend cooperation as being one important change enabler in a way that cooperation positively supports and increases employees’ participation in change initiatives. We thus show how the conditions can be designed to support employees’ cooperation during their change processes – even if the cooperation is against the employee’s benefit. Besides a human actor in business who cooperates in change initiatives in the case of colleague's cooperation (conditional cooperation), we refer to the importance of cooperation norms in order to establish cooperation supportive conditions. We conclude by emphasizing how these cooperation norms can create stability in the long-run through cooperation rules and opportunities for participation as important structural components for change.

Suggested Citation

  • Nadine Finkbeiner & Michèle Morner, 2015. "The Role of Conditional Cooperation in Organizing Change," Springer Books, in: Horst Albach & Heribert Meffert & Andreas Pinkwart & Ralf Reichwald (ed.), Management of Permanent Change, edition 127, chapter 3, pages 49-63, Springer.
    • Handle: RePEc:spr:sprchp:978-3-658-05014-6_3
    DOI: 10.1007/978-3-658-05014-6_3
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