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Radical intrapersonal change: three usual suspects, one unusual organizational context

Author

Listed:
  • Raghid Hajj

    (Gulf University for Science and Technology
    GUST)

  • John G. Vongas

    (Ithaca College School of Business)

Abstract

As organizational change becomes more radical, frequent, and unpredictable, our knowledge of the mechanisms governing change at the intrapersonal or within-person level remains limited. In this systematic review of the management and I/O psychology literatures, we offer a novel theoretically based definition of radical change taking place within an individual. Drawing on the theories of dissonance and attitudes toward change, we also present a conceptual model that merges cognitive, affective, and motivational dimensions to explain how an individual’s goal pursuit and achievement are influenced by radical change. In doing so, we move away from studying change at the ‘macro’ organizational level to focus instead on the processes underpinning one’s personal radical change. We further differentiate these processes between two important role occupiers, namely change agents and recipients, and recommend that future scholars consider other boundary conditions and mediating mechanisms. Finally, we conclude with some research-based implications for managerial praxis. We urge future researchers and practitioners to try to better understand the self-transformative experience that is ‘radical change’ and to incorporate this deeper understanding in their theorizing and practice, respectively.

Suggested Citation

  • Raghid Hajj & John G. Vongas, 2025. "Radical intrapersonal change: three usual suspects, one unusual organizational context," Review of Managerial Science, Springer, vol. 19(1), pages 255-315, January.
  • Handle: RePEc:spr:rvmgts:v:19:y:2025:i:1:d:10.1007_s11846-024-00747-z
    DOI: 10.1007/s11846-024-00747-z
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    References listed on IDEAS

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    1. C. Marlene Fiol & Edward J. O'Connor, 2002. "When Hot and Cold Collide in Radical Change Processes: Lessons from Community Development," Organization Science, INFORMS, vol. 13(5), pages 532-546, October.
    2. André Betzer & Inga Bongard & Felix Schweder & Erik Theissen & Christine Volkmann, 2023. "All is not lost that is delayed: overconfidence and investment outcomes," Review of Managerial Science, Springer, vol. 17(7), pages 2297-2324, October.
    3. Jennifer Kunz & Lara Sonnenholzner, 2023. "Managerial overconfidence: promoter of or obstacle to organizational resilience?," Review of Managerial Science, Springer, vol. 17(1), pages 67-128, January.
    4. B. Sebastian Reiche & Tsedal B. Neeley, 2019. "Head, Heart, or Hands: How Do Employees Respond to a Radical Global Language Change over Time?," Organization Science, INFORMS, vol. 30(6), pages 1252-1269, November.
    5. Vos, Janita F.J. & Rupert, Joyce, 2018. "Change agent's contribution to recipients' resistance to change: A two-sided story," European Management Journal, Elsevier, vol. 36(4), pages 453-462.
    6. Julie Battilana & Tiziana Casciaro, 2013. "Overcoming Resistance to Organizational Change: Strong Ties and Affective Cooptation," Management Science, INFORMS, vol. 59(4), pages 819-836, April.
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    More about this item

    Keywords

    Radical change; Cognitive dissonance; Emotional intelligence; Goal self-concordance; Goal commitment; Goal achievement;
    All these keywords.

    JEL classification:

    • M19 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - Other

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