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Learned Helplessness During Organisational Change

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  • Silvet Jaan

    (Faculty of Economics and Business Administration Tartu University Tallinn, Estonia)

Abstract

Exposing organisms to aversive events which they cannot control might result in motivational, cognitive, emotional, and self-esteem deficits. These deficits are called symptoms of helplessness and are the core part of learned helplessness theory. Many studies have empirically analysed the theory on the individual level. The current study focuses on the learned helplessness in the context of organisational change. The object of the study is one media company in Estonia, which conducted a large restructuring during the 2008 economic crisis. The result shows that there exists an organisational gap when it comes to the estimates of top management and employees. The key to the problem appeared to be the middle management, who were unable to effectively manage their subordinates as they were busy themselves coping with the change.

Suggested Citation

  • Silvet Jaan, 2013. "Learned Helplessness During Organisational Change," Scientific Annals of Economics and Business, Sciendo, vol. 60(2), pages 1-11, December.
    • Handle: RePEc:vrs:aicuec:v:60:y:2013:i:2:p:11:n:11
    DOI: 10.2478/aicue-2013-0028
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