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This study investigates the impact of transformational leadership and transparent communication on employees' openness to change with the mediating role of employee organization trust and moderating effects of change-related self-efficacy.

A sample of 260 employees from banking sector of Pakistan through self-administrated questionnaire participated in this study and the data was analysed through partial least square structural equation modelling (PLS-SEM).

The results reveal that transformational leadership and transparent communication help to create trust among employees of the organization which ultimately have positive effects on employee openness to change. Further, the results suggest that the presence of change-related self-efficacy significantly moderates relation between the transformational leadership and employee openness to change. However, change self-efficacy does not change the relationship between transparent communication and employee openness to change.

This study contributes to change management literature and helps organizations to understand the importance of employees and their positive behaviour during change.

The researcher provides the guidelines for employers to craft change communication policy during the change implementation phase.

This study tests a mediating role of employee organization trust and moderating role of change-related self-efficacy in relation with transformational leadership and transparent communication on employees' openness to change which had not been tested theoretically and empirically in the context of Pakistan.

Ambidextrous frontline service employees (FSEs), capable of delivering quality services and carrying out sales responsibilities too, are crucial to service firms. This study seeks to extend ambidexterity research by examining how a manager's goal orientation could influence FSEs' ambidextrous conversion. The authors draw on achievement goal theory and conceptualize a link between a manager's achievement goal orientation and employees' service–sales ambidexterity (SSA). The authors then apply conservation of resources theory to complement this high-level conceptualization, hypothesize mediating roles of important resources that can facilitate employees' SSA, and the authors test them empirically.

This study adopts a questionnaire survey design. The empirical test relies on multilevel path analyses of dyadic data from 341 FSEs and 39 managers of a major logistics service company in Taiwan.

Managers with a prominent learning goal orientation can facilitate and foster FSEs' SSA through developmental inducements and change-related self-efficacy, two important resources for their ambidextrous conversion. Managers with a strong performance-avoid goal orientation instead might hinder employees' SSA conversion, due to a negative impact on developmental inducements. Furthermore, SSA enhances FSEs' service delivery value and sales performance.

By analyzing and empirically testing the influence pathways of essential resources perceived by FSEs, which channel the effects of a manager's goal orientation to employees' SSA conversion, this study offers insights about how managers can support and foster FSEs' service–sales ambidextrous conversion.

This study, conducted in a large public sector undertaking in India that had undergone a major change recently, examines the influence of personality factors on employees ability of coping with organizational change in the Indian context. The role of personality factors—self‐esteem, optimism, perceived control, and change self‐efficacy—on influencing employees for coping with organizational change has been examined. Further, the role of demographic variables on the employee's ability of coping with organizational change has also been studied. Results that these personality factors—perceived control, optimism and change self‐efficacy—indicate a significant relationship with coping with organizational change. Contrary to expectations, self‐esteem has not been significantly associated with coping with organizational change. Demographic variables—seniority and education—indicate a significant relationship with the outcome variable.

The purpose of this paper is to confirm predictions that employee reports of psychological climate, appraisals of change and levels of adjustment during a change programme would be more positive for employees in higher status groups (operationalized as hierarchical level in the organization and occupational role).

Two questionnaire studies were conducted and data were analysed using Multivariate Analysis of Variance (MANOVA). Study one examined differences among 669 public sector employees as a function of status (organizational hierarchal level). Study two examined differences among 732 hospital employees as a function of role (occupational group) and status (managerial responsibility).

The results of study one revealed that upper level staff reported more positive attitudes during change, across a range of indicators. The results of study two showed that non‐clinical staff reported more negative attitudes during change than other occupational groups. In addition, managers appraised change as more stressful than non‐managers, but felt more in control of the situation.

A limitation of the paper is the cross sectional and self‐report nature of measurement. Future research could utilize a longitudinal design and collect alternative sources of data to indicate the constructs of interest, e.g. supervisor ratings of employee adjustment during change.

Together, the results of both studies highlighted the importance of implementing change management interventions that are targeted at the sub‐group level.

The findings of the paper add empirical evidence to the emerging literature on group differences in adjustment during organizational change. The paper will be of interest to academics and practicing managers, particularly those concerned with the effective management of change programmes.

Much of the literature in organizational change has taken a single approach to explain employee expectation formation regarding the outcomes of a change event. A conceptual model is developed to integrate two existing streams of research (the information effects approach and the social effects approach) and to develop a comprehensive picture of outcome expectation formation. We propose that information and social effects function simultaneously to shape an employee's outcome expectations. The strength and content consistency of information and social effects jointly determine what people expect regarding change outcomes and how confident they feel about those expectations. Implications are discussed in terms of setting the boundaries for information and social effects as well as future research directions.

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.

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.

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.

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.

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.

This paper raises a question of how to assess the effectiveness of foresight activity. Among the various assessments of foresight activity, the author explores how to develop and assess an individual’s abilities in relation to foresight activity. More specifically, the author suggests a possible metric for assessing how foresight activity can help individuals cultivate self-efficacy toward postulated futures. This paper aims to propose that researchers and practitioners working in foresight can leverage the concept of self-efficacy toward futures to develop a method of evaluating foresight activities on an individual level.

To assess the concept of self-efficacy toward futures, this research identifies the factors that could create a possible metric of self-efficacy with respect to various futures on an individual level. For this study, citizens living in Korea participated in a futures studies program, where the author measured and analyzed to what extent participatory foresight activities could help these individuals perceive their own self-efficacy toward futures. The changes in the participants’ attitudes were measured by conducting the survey before and after the program.

Based on the literature review and a survey, the author crafted a potential self-efficacy in relation to a scale of futures, which consists of four subscales: an ability to shape new meanings, an ability to challenge the status quo, an ability to make a decision and put it into action and an ability to learn something new by cooperating with others. These abilities are believed to be relevant elements to prepare for, adapt to and evolve with social changes. This paper also uses the possible metric to assess the effectiveness of foresight activity in Korea and argues that foresight activity helps Korean individuals perceive self-efficacy toward postulated futures.

Researchers attempted to answer the question of what foresight activities are generally useful to laypersons. The author proposes that perceiving self-efficacy toward futures is one of the efficacies that foresight pursues. The author endeavors to create a metric to assess the effectiveness of foresight attempts to identify which capabilities can be developed through participation in foresight activities.

This paper builds on and extends the theory of planned behavior (TPB) by examining empirically the underlying mechanism through which red tape is associated with employee change-supportive intention (CSI). It investigates red tape as an antecedent of CSI and examines the mediation role of change-related attitude, subjective norm and perceived behavioral control (PBC) in the relationship between red tape and CSI.

To test the study's hypotheses, cross-sectional data were collected from 183 employees working at a public organization in the Kurdistan Region of Iraq that was going through a major change. Regression analyses and the PROCESS macro for SPSS were used.

Consistent with our expectations, the results indicate that red tape negatively predicts CSI. Red tape also predicts change-related attitude, subjective norm and PBC, which consequently predict CSI. The results also reveal that the relationship between red tape and CSI is mediated by change-related attitude and subjective norm.

The study is limited in using cross-sectional data at a point in time and in investigating intention only, rather than actual behavior.

While prior work shows that red tape is a relevant factor that may affect employee responses to change in public sector, the psychological processes on which this relationship is based are still not fully explained. Therefore, this is the first study that aims to shed some light on this relationship.

This paper utilizes diffusion of innovation theory in order to investigate and understand the relationships between human resource (HR) policies on employee change-related outcomes. In addition, the purpose of this paper is to explore the role of leader vision at different hierarchical levels in the organization in terms of the relationship of HR policy with employee change-related outcomes.

This quantitative study was conducted in one large Australian government department undergoing major restructuring and cultural change. Data from 624 employees were analyzed in relation to knowledge of HR policies (awareness and clarity), leader vision (organizational and divisional), and change-related outcomes.

Policy knowledge (awareness and clarity) does not have a direct impact on employee change-related outcomes. It is the implementation of policies through the divisional leader that begins to enable favorable employee outcomes.

Future research should employ a longitudinal design to investigate relationships over time, and also examine the importance of communication medium and individual preferences in relation to leader vision.

This research extends the application of diffusion of innovation theory and leader vision theory to investigate the relationship between HR policy, leader vision, and employees’ change-related outcomes.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

European researchers have investigated the influence of positive change orientation on perceived change uncertainty and behavioral change support at two large IT companies. The results of the study of employees and supervisors indicate that self-change efficacy and attitudes towards change partially mediate the negative relationship between perceived change uncertainty and behavioral change support.

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