The moral context of participation in planned organizational change and learning
By: ZAJAC, Gary
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Contributor(s): BRUHN, John G.
Material type: 
ArticlePublisher: Thousand Oaks : SAGE, January 1999Administration & Society 30, 6, p. 706-733Abstract: Planned change and learning are often presented as necessary and beneficial organizational activities, especially during times of environmental flux. Although change can be imposed as a diktat from above, the literature often suggests that employees and others should become involved in such change. Thus, the organization is faced with questions about obligations to involve employees, clients, customers, and citizens in such change. This study examines how various moral schemata treat moral claims to participation. Although there is no clear answer to the question of the moral obligations of the organization with respect to engaging participation in planned change, these schemata do alert organizational leaders to the moral complexities surrounding participation
Planned change and learning are often presented as necessary and beneficial organizational activities, especially during times of environmental flux. Although change can be imposed as a diktat from above, the literature often suggests that employees and others should become involved in such change. Thus, the organization is faced with questions about obligations to involve employees, clients, customers, and citizens in such change. This study examines how various moral schemata treat moral claims to participation. Although there is no clear answer to the question of the moral obligations of the organization with respect to engaging participation in planned change, these schemata do alert organizational leaders to the moral complexities surrounding participation
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