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  • Structural change, knowledge diversity and change satisfaction: A mixed method study
  • https://doi.org/10.5465/ambpp.2018.12126abstractCopy DOI Icon

Structural change, knowledge diversity and change satisfaction: A mixed method study

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Abstract

This study investigates how subordinate-supervisor knowledge dissimilarity (relational demography perspective) and unit-level knowledge diversity, as resulted from structural change, influence individual job satisfaction after the change. We focus on two dimensions of individual knowledge, namely educational background (explicit knowledge) and organizational tenure (tacit knowledge). We develop hypotheses about the negative impact of dyadic knowledge dissimilarity and positive impact of unit knowledge diversity on change satisfaction. Moreover, we advance the hypothesis that the implementation lag, i.e. the time elapsed from the structural change, moderates the positive relationship between unit knowledge diversity and change satisfaction. Data were collected through mixed methods. Quantitative analyses document that individual job satisfaction after the change is negatively affected by functional background dissimilarity between subordinates and supervisors, and that the positive effect of tenure diversity at the unit level on change satisfaction is stronger when the implementation lag is longer. Our qualitative findings illuminate on how units with higher diversity develop new, high-quality routines and processes over time. Contributions to theory and practice are discussed.

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