Autor/Autorin: Vitale Dean
Currently serving as Assistant Professor of Management in the nGraduate school at the Air Force Institute of Technology. Dr. nVitale earned his PhD at Auburn University, Alabama. Research ninterests include Organizational Analysis and Change, Research nMethods, and Organizational Development.
To better understand the phenomenon of opinion leadership within the context of organizational change, a study of employees was conducted across two banks in the midst of a corporate merger. Qualitative and quantitative data on organizational culture and employee self-report and other-reported attitudes and personality are analyzed from interviews and survey questionnaires. Results suggest significant differences in midmerger change attitudes between legacy banks. Employees of the dominant bank were more likely to describe their referent organizational opinion leaders (OOL) with workrelated terms, whereas employees of the dominated bank were more likely to describe their respective opinion leaders with interpersonal terms expressing positive affect. Neither the strength of influence wielded by organizational opinion leaders (OOL), nor the leadership style of OOL differed between banks. However, a multi-level analysissuggests OOL job performance predicts OOL strength of influence.
To better understand the phenomenon of opinion
leadership within the context of organizational
change, a study of employees was conducted across
two banks in the midst of a corporate merger.
Qualitative and quantitative data on organizational
culture and employee self-report and other-reported
attitudes and personality are analyzed from
interviews and survey questionnaires. Results
suggest significant differences in midmerger change
attitudes between legacy banks. Employees of the
dominant bank were more likely to describe their
referent organizational opinion leaders (OOL) with
workrelated terms, whereas employees of the
dominated bank were more likely to describe their
respective opinion leaders with interpersonal terms
expressing positive affect. Neither the strength of
influence wielded by organizational opinion leaders
(OOL), nor the leadership style of OOL differed
between banks. However, a multi-level analysis
suggests OOL job performance predicts OOL strength
of influence.
Currently serving as Assistant Professor of Management in the
Graduate school at the Air Force Institute of Technology. Dr.
Vitale earned his PhD at Auburn University, Alabama. Research
interests include Organizational Analysis and Change, Research
Methods, and Organizational Development.
Über den Autor
Currently serving as Assistant Professor of Management in the Graduate school at the Air Force Institute of Technology. Dr. Vitale earned his PhD at Auburn University, Alabama. Research interests include Organizational Analysis and Change, Research Methods, and Organizational Development.
Klappentext
To better understand the phenomenon of opinion leadership within the context of organizational change, a study of employees was conducted across two banks in the midst of a corporate merger. Qualitative and quantitative data on organizational culture and employee self-report and other-reported attitudes and personality are analyzed from interviews and survey questionnaires. Results suggest significant differences in midmerger change attitudes between legacy banks. Employees of the dominant bank were more likely to describe their referent organizational opinion leaders (OOL) with workrelated terms, whereas employees of the dominated bank were more likely to describe their respective opinion leaders with interpersonal terms expressing positive affect. Neither the strength of influence wielded by organizational opinion leaders (OOL), nor the leadership style of OOL differed between banks. However, a multi-level analysissuggests OOL job performance predicts OOL strength of influence.
