Papers by Athanasios Tsirikas, PhD
Leadership & Organization Development Journal, 2023
PurposeBoth uncertainty reduction theory and uncertainty management theory suggest that uncertain... more PurposeBoth uncertainty reduction theory and uncertainty management theory suggest that uncertainty reduction during organizational change is imperative as it may influence positively employees’ attitudes and behaviors. By drawing on the theory of planned behavior that links individual’s beliefs and behavior, the study seeks to examine how employees’ self- and other-interest in change may reduce perceptions of change uncertainty and consequently, foster their behavioral change support (i.e. compliance, cooperation and championing).Design/methodology/approachThe study hypothesizes that employees’ self- and other-interest in change mediate the relationship between perceptions of change uncertainty and behavioral change support. The research was conducted in two large IT companies co-located in a big science park in an EU country in South-eastern Europe. Data were collected from 105 employees and their supervisors in three sequential phases.FindingsThe research findings suggest that bo...
The contemporary concept of Knowledge Management is already an integral part ofbusiness operation... more The contemporary concept of Knowledge Management is already an integral part ofbusiness operations, contributing in the growth and development of organizations. Inparticular, this contribution appears as a sequence of processes which aim on thecapture, cultivation and growth of the intellectual capital, of the employees, of theexecutives and of the general management.In the present thesis, we study the effectiveness of the implementation of a hybridknowledge management system model, characterized as “Communication andKnowledge Motivator - CKM” on the productivity increase of the workers, on theformulation of a basic organizational memory, on the efficient knowledgemanagement and on the treatment of knowledge gap between old and recentlyrecruited personnel. Moreover, by the implementation of the CKM model we studythe knowledge management index and also the job satisfaction improvement. Ourmodel is applied in a Greek public state organization, the Hellenic Railways S.A.which is used a...
Leadership & Organization Development Journal, 2020
PurposeThe aim of the research is to investigate the influence of leadership on firm financial pe... more PurposeThe aim of the research is to investigate the influence of leadership on firm financial performance and to explore the mediating role of employees' readiness to change.Design/methodology/approachThe paper hypothesizes that employees' readiness to change mediates the relationship between leadership and firm financial performance. A total of 213 employees of Greek shipping firms completed questionnaires examining their firms' leadership style and concurrently, their supervisors appraised their readiness to change. The research model was tested with the use of Structural Equation Modelling.FindingsThe research findings note the importance of leadership in fostering firm financial performance; they describe how each leadership style influences employees' readiness to change; as well as, they confirm that employee readiness mediates the relationship between leadership and firm financial performance. Theoretical and practical implications of these findings are analy...
Development Management, 2019
The correlation of horizontal skills and vocational specializations is a major challenge for regi... more The correlation of horizontal skills and vocational specializations is a major challenge for regional employment policies and national economies. This is because this specific type of correlation is capable of shaping the vocational training model as well as the educational system at a higher level (universities) based on the business sector dynamics. The purpose of the article is to explore the correlation of horizontal skills and job specializations based on the business sector dynamics in Attica region, Greece. To achieve that, both quantitative and qualitative approaches were used. In terms of the quantitative research, a field research was conducted to collect primary data on a sample of companies the needs for horizontal skills and one-digit (ISCO-Codes) specializations are explored and recorded. Emphasis was placed on the recording of vacancies as well as jobs that are difficult to be filled-in in the Attica region; their quantitative and qualitative characteristics were also...
J. of Tourism and Hospitality Management, 2014
The present paper examines the influence of locus of control, involvement, job satisfaction, and ... more The present paper examines the influence of locus of control, involvement, job satisfaction, and organizational commitment on hotel chief executive officers' (CEOs) tolerance of ambiguity. The research sample consists of 82 Greek hotels' CEOs. The first part of this paper analyses their level of locus of control, involvement, job satisfaction, and organizational commitment, in front of the frequent, uncertain, and ambiguous changes in their business environment. In the second part, results of principal component analysis indicate that two factors characterize CEOs' involvement, namely, importance and interest. Further, regression results reveal the significant influence of interest, locus of control, and job satisfaction on CEOs' tolerance of ambiguity. Finally, this paper discusses the research findings and proposes certain practical implications for enhancing Greek hotel CEOs' level of tolerance of ambiguity and thus, their efficiency during change.
Employee Relations, 2012
ABSTRACT
Journal of Organizational Change Management, 2022
PurposeDrawing from uncertainty reduction theory and uncertainty management theory, the aim of th... more PurposeDrawing from uncertainty reduction theory and uncertainty management theory, the aim of the research is to investigate the influence of positive change orientation (i.e. change self-efficacy, positive attitudes toward change, perceived control) on the perceived change uncertainty and behavioral change support (i.e. compliance, cooperation and championing) relationship.Design/methodology/approachThe paper hypothesizes that employees' positive change orientation partially mediates the relationship between perceived change uncertainty and behavioral change support. The research data were collected from employees and their supervisors in three sequential phases. The research model was tested with the use of Structural Equation Modeling.FindingsThe research findings suggest that employees' change self-efficacy and attitudes toward change partially mediates the negative relationship between perceived change uncertainty and behavioral change support.Practical implicationsThe...
Perceived change uncertainty and behavioral change support: the role of positive change orientation, 2022
Purpose-Drawing from uncertainty reduction theory and uncertainty management theory, the aim of t... more Purpose-Drawing from uncertainty reduction theory and uncertainty management theory, the aim of the research is to investigate the influence of positive change orientation (i.e. change self-efficacy, positive attitudes toward change, perceived control) on the perceived change uncertainty and behavioral change support (i.e. compliance, cooperation and championing) relationship. Design/methodology/approach-The paper hypothesizes that employees' positive change orientation partially mediates the relationship between perceived change uncertainty and behavioral change support. The research data were collected from employees and their supervisors in three sequential phases. The research model was tested with the use of Structural Equation Modeling. Findings-The research findings suggest that employees' change self-efficacy and attitudes toward change partially mediates the negative relationship between perceived change uncertainty and behavioral change support. Practical implications-The results support that change management practitioners will benefit significantly if they manage to influence their employees' positive change orientation as well as to decrease the perceived uncertainty to provoke change supportive behaviors. Relevant suggestions are made. Originality/value-The originality of this study lies in the finding that employees' change self-efficacy as well as their attitudes toward change partially mediates the relationship between perceived change uncertainty and behavioral change support. Further, the research findings add to the uncertainty reduction theory and uncertainty management theory as well as other related notions.
It is not necessary to change… Survival is not mandatory…"-W. E. Deming Organizational change is ... more It is not necessary to change… Survival is not mandatory…"-W. E. Deming Organizational change is an intrinsic attribute of nature that provokes emotional and psychological effects. However, today there is a rising concern about the pace, frequency and content of change. Consequently, employees' tolerance-ofambiguity rises as a critical competitive advantage that facilitates organizations to react quickly and change successfully. The paper examines managers' emotional and cognitive attitudes in the workplace and their influence in tolerance of change ambiguity. The research sample consists of 180 Greek hotel managers. The results of the principal components analysis indicate that three factors characterize managers' emotions, namely pleasure, arousal and dominance; and two their involvement respectively, namely importance and interest. Further, regression results illustrate the influence of dominance, importance, job satisfaction and organizational commitment in managers' tolerance-of-ambiguity. Concluding, the paper suggests certain policies for increasing managers' tolerance-of-ambiguity and thus, their performance during change.
We examine the relationships between CEOs’ attitudes to change (cognitive, affective & behaviou... more We examine the relationships between CEOs’ attitudes to change (cognitive, affective & behavioural attitudes; tolerance of ambiguity; individual readiness for organizational change), strategic flexibility and organizational performance. Survey data were collected from 159 Greek firms from ICT industry. The paper hypothesizes that strategic flexibility mediates the relationships between CEOs’ attitudes to change and organizational performance. The research findings note the importance of CEOs’ attitudes in fostering flexibility; they indicate how each attitude influences strategic flexibility; as well as they confirm that strategic flexibility affects positively organizational performance. Theoretical and practical implications of these findings are discussed.
It is not necessary to change… Survival is not mandatory…"-W. E. Deming Organizational change is ... more It is not necessary to change… Survival is not mandatory…"-W. E. Deming Organizational change is an intrinsic attribute of nature that provokes emotional and psychological effects. However, today there is a rising concern about the pace, frequency and content of change. Consequently, employees' tolerance-ofambiguity rises as a critical competitive advantage that facilitates organizations to react quickly and change successfully. The paper examines managers' emotional and cognitive attitudes in the workplace and their influence in tolerance of change ambiguity. The research sample consists of 180 Greek hotel managers. The results of the principal components analysis indicate that three factors characterize managers' emotions, namely pleasure, arousal and dominance; and two their involvement respectively, namely importance and interest. Further, regression results illustrate the influence of dominance, importance, job satisfaction and organizational commitment in managers' tolerance-of-ambiguity. Concluding, the paper suggests certain policies for increasing managers' tolerance-of-ambiguity and thus, their performance during change.
The paper examines the relationships between CEOs’ personal traits, emotions, attitudes and toler... more The paper examines the relationships between CEOs’ personal traits, emotions, attitudes and tolerance of ambiguity; and subsequently, the influence of CEOs’ ambiguity tolerance in firms' performance. Design/methodology/approach – Survey data were collected from 256 ICT firms established in Greece. Their CEOs completed questionnaires examining TOA, personal traits, emotions and attitudes in the workplace. Principal components analysis and ordinary least-squares regressions were used to explore the hypotheses of the paper. Findings – Three factors characterize CEOs' emotions, namely pleasure, dominance and arousal; two factors their involvement, namely importance and interest; and, respectively, one their emotional intelligence namely, empathy/handling relationships. Further, locus of control; importance; arousal; empathy/handling relationships and interest affect decisively CEOs' tolerance of ambiguity, which in turn, seems to influence positively firms' performance. ...
The current study explores employee perceptions regarding organizational readiness to change, sup... more The current study explores employee perceptions regarding organizational readiness to change, supervisory support, trust in management and appropriateness of change during a planned organizational change in a public hospital. Survey data were collected at two time periods, before and five months after the initiation of the planned change. Research findings show a significant increase in perceptive organizational readiness to change, supervisory support, trust in management and appropriateness of change after the planned change implementation. Findings also suggest that differences in the aforementioned perceptions are moderated by certain job-related attitudes, namely, job satisfaction, organizational commitment and job involvement; and job-related characteristics, namely, skill variety, task identity, task significance feedback, autonomy and goal clarity. Theoretical and practical implications of these findings are discussed. Acknowledgements: The authors gratefully acknowledge the...
Athanasios Tsirikas University of Macedonia " It is not necessary to change… Survival is not... more Athanasios Tsirikas University of Macedonia " It is not necessary to change… Survival is not mandatory… "-W. E. Deming Organizational change is an intrinsic attribute of nature that provokes emotional and psychological effects. However, today there is a rising concern about the pace, frequency and content of change. Consequently, employees' tolerance-of-ambiguity rises as a critical competitive advantage that facilitates organizations to react quickly and change successfully. The paper examines managers' emotional and cognitive attitudes in the workplace and their influence in tolerance of change ambiguity. The research sample consists of 180 Greek hotel managers. The results of the principal components analysis indicate that three factors characterize managers' emotions, namely pleasure, arousal and dominance; and two their involvement respectively, namely importance and interest. Further, regression results illustrate the influence of dominance, importance, j...
Growing companies have long attracted the attention of policy makers worldwide and high growth en... more Growing companies have long attracted the attention of policy makers worldwide and high growth enterprises are seen as important contributors to employment, innovation, and competitiveness. Growth is success and knowledge is says to be a valuable company resource to increase growth performance in the turbulent business environment. However, ineffective in managing knowledge makes the knowledge irrelevant and not useful for organizations. This paper reviews the concepts of knowledge management and growth performance and proposes a framework for further research in the impact of knowledge management on growth performance of construction companies.
The paper proposes a functional model for enhancing and evaluating organisations' memory capabili... more The paper proposes a functional model for enhancing and evaluating organisations' memory capabilities. The model consists of well-tested and refined managerial measures that interact seamlessly with one another in order to deliberately preserve past experiences and make them available to support subsequent and increasingly sophisticated activities. Further, it applies the phenomenological model of human memory on the organisational field, by introducing that organisational memory is founded on individual and team interactions, knowledge management processes and technology. The proposed model is based on five dimensions: a) bond quality between employees; b) knowledge diffusion processes; c) organisational training systems, d) knowledge storage capabilities; e) memory and knowledge-based decision making procedures. It acts as an organisational memory diagnostic tool of whether an organisation provides and enhances organisational memory and reveals certain ways of acting towards forming organisational memory. Finally, the paper implements the proposed model in four business sectors in Greece, discusses the findings and proposes a number of strategic policies towards organisations' memory enhancement.
Management Research Review, May 13, 2014
Purpose-The aim of the research is to investigate how managers' personal traits, emotions and att... more Purpose-The aim of the research is to investigate how managers' personal traits, emotions and attitudes shape their tolerance of ambiguity (TOA); and consequently, the influence of managers' ambiguity tolerance in organizations' financial performance. Design/methodology/approach-Survey data were collected from 54 Greek banks. A total of 412 senor-level managers completed questionnaires examining TOA, personal traits, emotions and attitudes in the workplace. Principal components analysis and ordinary least-squares regressions were used to explore the hypotheses of the paper. Findings-Three factors characterize managers' emotions in the workplace, namely pleasure, arousal and dominance; and, respectively, two factors their involvement, namely importance and interest. Further, locus of control, importance, job satisfaction, pleasure and organizational commitment critically affect managers' TOA, which, in turn, seems to influence positively organizations' profitability. Research limitations/implications-Further research is required in Greek banking industry regarding the influence of managers' emotional and cognitive attributes in organizations' financial performance. Likewise, this research should be expanded to other industries. Practical implications-The findings provide further support on the significance of emotional and cognitive attitudes in the workplace; the paper suggests policies to enhance managers' TOA, and thus, organizations' profitability. Originality/value-The originality of this study lies in the finding that emotional and cognitive characteristics affect managers' TOA, which, in turn, influences significantly organizations' profitability. Another significant contributing factor is that the study is carried out in Greece, where few studies have been conducted in this area.
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Papers by Athanasios Tsirikas, PhD