Predicting openness and commitment to change

Abstract

Developed and tested a model of the change management strategies that predict openness and commitment to a large‐scale organizational change. Based on a sample of 164 employees, a partially‐ and a fully‐mediated model were compared with the former providing the best fit to the data. Communication and job security predicted openness and trust both directly and indirectly, via procedural justice. Participation predicted trust directly and indirectly but predicted openness to change only indirectly (via procedural justice). Turnover intentions were negatively predicted by openness and trust. Finally, turnover intentions predicted neglect. These results highlight the role of procedural justice perceptions in understanding organizational change.

Citation

Chawla, A. and Kevin Kelloway, E. (2004), "Predicting openness and commitment to change", Leadership & Organization Development Journal, Vol. 25 No. 6, pp. 485-498. https://doi.org/10.1108/01437730410556734