Rouven Kanitz
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View article: Bridging the Past, or Breaking From It? Leader Continuity Rhetoric and Nontarget Employee Diversity Initiative Support
Bridging the Past, or Breaking From It? Leader Continuity Rhetoric and Nontarget Employee Diversity Initiative Support Open
Organizations launch diversity initiatives to promote diversity within their ranks, improve the work experiences of underrepresented groups, and satisfy growing demands for diversity in workplace settings. While typically welcomed by the t…
View article: Beneath the surface: Resistance to diversity, equity, and inclusion (DEI) initiatives in organizations
Beneath the surface: Resistance to diversity, equity, and inclusion (DEI) initiatives in organizations Open
Diversity, Equity, and Inclusion (DEI) initiatives are widely adopted by organizations to improve work conditions and career outcomes for disadvantaged groups, yet they often struggle with achieving sustainable change. This paper examines …
View article: “AI Can’t Steal My Soul”: In the Age of AI, the Human Touch is Paramount for the Craft of Managing Change
“AI Can’t Steal My Soul”: In the Age of AI, the Human Touch is Paramount for the Craft of Managing Change Open
Artificial intelligence (AI) models are increasingly adopted as tools to enhance change management processes. Although many change managers are excited about AI's potential, others worry that their contributions may become obsolete. We exp…
View article: Mobilizing Professors’ Support of Digital Change: Multi-Level Insights on IT Resources as a Boundary Condition
Mobilizing Professors’ Support of Digital Change: Multi-Level Insights on IT Resources as a Boundary Condition Open
The success of top-down digital change initiatives in higher education institutions (HEIs) largely depends on the support of professors as change recipients and catalysts within their departments. For effectively managing change, a better …
View article: Augmenting Organizational Change and Strategy Activities: Leveraging Generative Artificial Intelligence
Augmenting Organizational Change and Strategy Activities: Leveraging Generative Artificial Intelligence Open
In this scoping essay, we discuss the potential for generative artificial intelligence (GAI) to shape the work of organizational change, development, or strategy implementation professionals. Using a case example of a culture change initia…
View article: Am I the only one? Consequences of change championing (a)symmetry on group‐ and individual‐level change outcomes
Am I the only one? Consequences of change championing (a)symmetry on group‐ and individual‐level change outcomes Open
Summary Employee change championing (i.e., discretionary behaviors to promote change to others) is critical for implementing organizational change successfully. However, extant research has been focused on individual‐level championing with…
View article: Are We Stuck in the Predigital Age? Embracing Technology-Mediated Change Management in Organizational Change Research
Are We Stuck in the Predigital Age? Embracing Technology-Mediated Change Management in Organizational Change Research Open
Technology-mediated change management (TMCM) refers to an organization's use of digital technologies to facilitate change implementation. The use of digital technology is deeply penetrating change practice. However, alarmingly, few have th…
View article: Can't See the Forest for the Trees: Attributional Ambiguity and Attitudes toward Change
Can't See the Forest for the Trees: Attributional Ambiguity and Attitudes toward Change Open
This mixed-methods study explores the initiation of a planned change in which employees construct different interpretations of why and for what purpose it was introduced. Linking an attribution and a narrative perspective, our qualitative …