CREATING A SHARED MEANING TOWARDS ORGANIZATIONAL CHANGE INITIATIVES: YAHOO CASE STUDY

Abstract

In recent years, the intensification of research that treat organizational change as the new normality has led to a renewed interest in organizational change and has entailed redefining the role of leadership and other stakeholders in terms of the success of the process. Since the need for change has become an unpredictable fact as a result of constantly evolving environment, it tends to be more unplanned and often subject to a certain level of resistance. Unlike previous organizational change practices, the attention has shifted towards more an inclusive perspective to create shared meanings instead of centralized approaches. The purpose of this paper is to, first, explore the role of transformational leadership in mediating emerged organizational change in Yahoo! and then, second, investigate the role of constructive communication in diminishing resistance to change that comes from different interest groups based on power/interest that they possess. A single case study approach has been applied in order to examine the dynamic nature of organizational change in Yahoo! between 2012 and the beginning of 2017. The data for this study is collected through analyzing the range of quality researches that were done before and derived from a variety of newspaper and journal articles and online collections.