The first-line manager’s role during radical organisational change: A social exchange perspective

Author

Bassam Buhusayen

Date of Award

2020

Document Type

Thesis - ECU Access Only

Publisher

Edith Cowan University

Degree Name

Doctor of Philosophy

School

School of Business and Law

First Supervisor

Professor Pi-Shen Seet

Second Supervisor

Dr Alan Coetzer

Abstract

This study aims to gain an in-depth understanding of the first-line manager’s (FLM) role through Social Exchange Theory. It focuses on experiences of senior managers, FLMs and employees during radical organisational change (ROC). This phenomenological study used 40 semi-structured interviews analysed by thematic analysis. The study finds the FLM-employee relationship was underpinned by high reciprocity and group gain. FLMs also played an active role in facilitating ROC but they were challenged by inadequate resources and poor communication. FLMs overcame these obstacles by being pragmatic and by mobilising a social exchange-based strategy that gained employees’ buy-in and clients’ friendships.

Related Publications

Buhusayen, B., Seet, P. & Coetzer, A. (2017). The first-line manager’s role as facilitator of change and regular work activities during a radical organisational change: A social exchange perspective. Paper presented at the 2nd ECU Business Doctoral and Emerging Scholars Colloquium, Australia. Link to paper available here.

Buhusayen, B., Seet, P. & Coetzer, A. (2018). The nature of social exchange between FLMs, employees and senior managers: A social exchange perspective. Paper presented at the 3rd ECU Business Doctoral and Emerging Scholars Colloquium, Australia. Link to paper available here.

Recommended Citation

Buhusayen, B. (2020). The first-line manager’s role during radical organisational change: A social exchange perspective. Edith Cowan University. Retrieved from https://ro.ecu.edu.au/theses/2295