The longitudinal effects of organisational change on experienced and enacted bullying behaviour

Ann-Louise Holten; Gregory Robert Hancock; Eva Gemzoe Mikkelsen; Roger Persson; Åse Marie Hansen; Annie Høgh (Hogh)

doi:10.1080/14697017.2016.1215340

The longitudinal effects of organisational change on experienced and enacted bullying behaviour

Ann-Louise Holten, Gregory Robert Hancock, Eva Gemzoe Mikkelsen, Roger Persson, Åse Marie Hansen, Annie Høgh (Hogh)

Institut for Folkesundhedsvidenskab

3 Citationer (Scopus)

Abstract

This paper investigates the relation between organizational change and enacted or experienced workplace bullying. We find that there is a longitudinal relation between organizational change and bullying behaviour and that this effect varies depending on the type of preceding organizational change (task-related or relational change). Task-related change predicts experienced bullying behaviours and relational change predicts enacted bullying behaviours. Within a relationistic process precipitation framework, we find that among moderators at the organizational level (leadership quality) and individual level (affectivity), only positive affectivity slightly moderates the relation between relational change and enacted bullying behaviours. The findings are relevant for the development of evidence-based strategies for the prevention of workplace bullying during different types of organizational change.

Originalsprog	Engelsk
Tidsskrift	The Journal of Change Management
Vol/bind	17
Udgave nummer	1
Sider (fra-til)	67-89
ISSN	1469-7017
DOI	https://doi.org/10.1080/14697017.2016.1215340
Status	Udgivet - 2 jan. 2017

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10.1080/14697017.2016.1215340

Citationsformater

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abstract = "This paper investigates the relation between organizational change and enacted or experienced workplace bullying. We find that there is a longitudinal relation between organizational change and bullying behaviour and that this effect varies depending on the type of preceding organizational change (task-related or relational change). Task-related change predicts experienced bullying behaviours and relational change predicts enacted bullying behaviours. Within a relationistic process precipitation framework, we find that among moderators at the organizational level (leadership quality) and individual level (affectivity), only positive affectivity slightly moderates the relation between relational change and enacted bullying behaviours. The findings are relevant for the development of evidence-based strategies for the prevention of workplace bullying during different types of organizational change.",

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AU - Holten, Ann-Louise

AU - Hancock, Gregory Robert

AU - Mikkelsen, Eva Gemzoe

AU - Persson, Roger

AU - Hansen, Åse Marie

AU - Høgh (Hogh), Annie

PY - 2017/1/2

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N2 - This paper investigates the relation between organizational change and enacted or experienced workplace bullying. We find that there is a longitudinal relation between organizational change and bullying behaviour and that this effect varies depending on the type of preceding organizational change (task-related or relational change). Task-related change predicts experienced bullying behaviours and relational change predicts enacted bullying behaviours. Within a relationistic process precipitation framework, we find that among moderators at the organizational level (leadership quality) and individual level (affectivity), only positive affectivity slightly moderates the relation between relational change and enacted bullying behaviours. The findings are relevant for the development of evidence-based strategies for the prevention of workplace bullying during different types of organizational change.

AB - This paper investigates the relation between organizational change and enacted or experienced workplace bullying. We find that there is a longitudinal relation between organizational change and bullying behaviour and that this effect varies depending on the type of preceding organizational change (task-related or relational change). Task-related change predicts experienced bullying behaviours and relational change predicts enacted bullying behaviours. Within a relationistic process precipitation framework, we find that among moderators at the organizational level (leadership quality) and individual level (affectivity), only positive affectivity slightly moderates the relation between relational change and enacted bullying behaviours. The findings are relevant for the development of evidence-based strategies for the prevention of workplace bullying during different types of organizational change.

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DO - 10.1080/14697017.2016.1215340

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JO - The Journal of Change Management

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The longitudinal effects of organisational change on experienced and enacted bullying behaviour

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