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The Values Change Management Cycle: Ethical Change Management

Author

Listed:
  • Dinah Payne

    (University of New Orleans)

  • Cherie Trumbach

    (University of New Orleans)

  • Rajni Soharu

    (Rensselaer Polytechnic Institute)

Abstract

Culture is the most difficult thing about an organization to change in a lasting way. Our paper is predicated upon the idea that better ethics leadership through change is the foundation to more successful implementation of change. Ethical culture will enable the firm to initiate the change process from a stronger position: the obstacles to change such as mistrust, fear of uncertainty, failure of communication and empowerment will be easier to overcome in an atmosphere pursuing the ethically correct approach, combining ethical leadership with an ethical corporate culture. Our idea goes one step beyond the virtuous change circle by incorporating a series of check points a leader can reference to stay on a course of change management based in good ethical principle that will lead to effective change. Our model incorporates the concept of values into the management of change; this allows for a more comprehensive approach to change management by the utilization of well-known change management principles used in conjunction with basic principles of ethics. We argue that the change leader can depend on this more comprehensive approach for a better assurance of ethical and therefore more effective change. Our idea also would be effective regardless of the type of change confronting the organization and/or the leaders of the firm. Our point is that, while change is by its nature hard and there is an inclination to resist change, with ethical change management, the firm has a better chance of success.

Suggested Citation

  • Dinah Payne & Cherie Trumbach & Rajni Soharu, 2023. "The Values Change Management Cycle: Ethical Change Management," Journal of Business Ethics, Springer, vol. 188(3), pages 429-440, December.
    • Handle: RePEc:kap:jbuset:v:188:y:2023:i:3:d:10.1007_s10551-022-05306-8
    DOI: 10.1007/s10551-022-05306-8
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    References listed on IDEAS

    as
    1. Bernard Burnes & Rune By, 2012. "Leadership and Change: The Case for Greater Ethical Clarity," Journal of Business Ethics, Springer, vol. 108(2), pages 239-252, June.
    2. K. Jin & Ronald Drozdenko & Sara DeLoughy, 2013. "The Role of Corporate Value Clusters in Ethics, Social Responsibility, and Performance: A Study of Financial Professionals and Implications for the Financial Meltdown," Journal of Business Ethics, Springer, vol. 112(1), pages 15-24, January.
    3. Hsing-Chau Tseng & Chi-Hsiang Duan & Hui-Lien Tung & Hsiang-Jui Kung, 2010. "RETRACTED ARTICLE: Modern Business Ethics Research: Concepts, Theories, and Relationships," Journal of Business Ethics, Springer, vol. 91(4), pages 587-597, February.
    4. Hsing-Chau Tseng & Chi-Hsiang Duan & Hui-Lien Tung & Hsiang-Jui Kung, 2010. "Erratum to: Modern Business Ethics Research: Concept, Theory and Relationships," Journal of Business Ethics, Springer, vol. 93(3), pages 495-495, May.
    5. Dwi Indriastuti & Olivia Fachrunnisa, 2021. "Achieving Organizational Change: Preparing Individuals to Change and their Impact on Performance," Public Organization Review, Springer, vol. 21(3), pages 377-391, September.
    Full references (including those not matched with items on IDEAS)

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