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Content Provider | ACM Digital Library |
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Author | White, Julie A Lyons, Joseph B Swindler, Stephanie D |
Abstract | Motivation -- Organizational change initiatives often fail resulting in wasted time, money, and human resources. Many organizational changes such as the implementation of new technology are driven by high ranking personnel. However, these changes are often executed by junior ranking personnel. Thus, potential conflicts can arise if there are mismatches between these groups regarding organizational perceptions. The present study sought to understand if different levels of rank influenced perceptions of organizational collaboration in an Air Force domain. Research approach -- Participants (N=236) from a military logistics Command and Control (C2) center participated in an organizational questionnaire which included a measure of organizational collaboration. Based on their rank, participants were categorized into senior, mid-level, and junior groups. Group differences in collaboration perceptions were tested. Findings/Design -- The findings suggested that rank effects perceived quality of organizational collaboration. Overall, junior ranking personnel reported lower organizational collaboration perceptions compared to senior ranking personnel. Research limitations/Implications -- Due to the exploratory nature of this study and the paucity of collaboration research in general, the generalizability of the results beyond the domain of knowledge work are unclear. Though just a pilot study, the results of this research suggest that organizational leaders must be aware of and acknowledge different perspectives from the range of personnel in their organizations prior to planning organizational changes, such as new technology, policies, and job design. Such changes may have a very different impact on military personnel depending on their organizational beliefs, which in turn, appear to be influenced by their hierarchical status in the organization (i.e., rank). Take away message -- The results suggest that rank does play a significant role in the perceived quality of organizational collaboration across several factors including, general collaboration attitudes, adaptability to new technology, collaboration enablers, as well as job characteristics. |
Starting Page | 53 |
Ending Page | 56 |
Page Count | 4 |
File Format | |
ISBN | 9781847998491 |
DOI | 10.1145/1362550.1362563 |
Language | English |
Publisher | Association for Computing Machinery (ACM) |
Publisher Date | 2007-08-28 |
Publisher Place | New York |
Access Restriction | Subscribed |
Subject Keyword | Collaboration Organizational design Technological collaboration Organizational communication |
Content Type | Text |
Resource Type | Article |
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