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How communication climate and organizational identification impact change

Marlene S. Neill (Journalism, Public Relations & New Media, Baylor University College of Arts and Sciences, Waco, Texas, USA)
Linjuan Rita Men (University of Florida, Gainesville, Florida, USA)
Cen April Yue (Department of Public Relations, University of Florida, Gainesville, Florida, USA)

Corporate Communications: An International Journal

ISSN: 1356-3289

Article publication date: 25 November 2019

Issue publication date: 5 May 2020

3784

Abstract

Purpose

The purpose of this paper is to examine why and how an open and participative communication climate matters for employee organizational identification and their change-specific responses, specifically employees’ attitudinal and behavioral reactions.

Design/methodology/approach

To test the hypothesized model, the authors conducted an online survey using a stratified and quota random sample of 1,034 US employees working in diverse industry sectors in June of 2018, with the assistance of a premier global provider of survey services, Survey Sampling International. To test the hypothesized model, structural equation modeling analysis was employed using AMOS 24.0 software.

Findings

An open and participative communication climate directly contributes to employee affective commitment to change and behavioral support. Communication climate featured by openness and participation boosts employee identification with the organization, which leads to positive employee reaction to change. When employees identify with the organization, they tend to believe in the inherent value of the change and are more likely to support the change initiative in action through cooperation and championship.

Originality/value

Theoretically, the study contributes to the change management and communication literature by focusing on the role of communication climate in inducing employee reaction to organizational change. Practically, the study offers insights for change managers, internal communication professionals and organizational leaders. Organizational leaders need to be open, create a trusting atmosphere and actively involve employees in the decision-making process. Organizational leaders and communicators should also strive to boost employee identification with the organization, especially during change.

Keywords

Acknowledgements

This project was supported by grants from the Baylor University Arts and Humanities Faculty Research Program and by the College of Journalism and Communications at the University of Florida.

Citation

Neill, M.S., Men, L.R. and Yue, C.A. (2020), "How communication climate and organizational identification impact change", Corporate Communications: An International Journal, Vol. 25 No. 2, pp. 281-298. https://doi.org/10.1108/CCIJ-06-2019-0063

Publisher

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Emerald Publishing Limited

Copyright © 2019, Emerald Publishing Limited

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