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With employees’ support of organizational changes being vital for today’s organizations, the purpose of this paper is to enhance the understanding of how organizational commitment is linked to change-supportive intentions. Based on the theory of planned behavior (TPB, Ajzen, 1991), mediated effects of affective organizational commitment were empirically tested to explore the underlying psychological processes.

The study was conducted in the context of a complex change process at a production facility of a large international manufacturing company (n=667). Data from the change survey were analyzed employing Hayes’ (2012) PROCESS macro.

The results showed that organizational commitment relates to change-supportive intentions directly and, as suggested by the TPB, its effects are mediated via change-related attitudes, subjective norms, and perceived behavioral control. Furthermore, results suggest additional effects of change recipients’ age and occupational status.

Employing the TPB offers specific insights for tailored interventions to create conditions facilitating organizational changes. The results indicate that commitment lays the ground for employees’ change reactions. Moreover, the psychological processes suggested by the TPB serve as additional levers for explaining change-supportive intentions.

The study provides valuable information on the relationship between commitment and change-supportive intentions. Specifically, affective organizational commitment is shown to be an important resource in times of change, as it relates to more positive psychological reactions to change.

Based on goal orientation theory, this study aims to examine how and when employees' performance goal orientations (PGOs) affect their change-supportive behavior in entrepreneurial firms undergoing change.

A two-wave time-lagged research design was applied to collect data from companies undergoing change in China.

The results showed that employees' performance-proving goal orientation (PPGO) was positively related to change-supportive behavior, and employees' performance-avoiding goal orientation (PAGO) was negatively related to change-supportive behavior. Openness to change played a mediating role in these mechanisms, and employees' learning goal orientation (LGO) played a moderating role.

By solving the mechanism of the relationship between PGOs and change-supportive behavior that has not been explored before, this study answers the question of how and when different PGOs affect support behavior.

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.

Commitment to change is vital for the success of any organizational change initiative. However, despite a sustained increase in research interest on employees’ commitment to change, there is still no consistency about the unidimensional or multi-dimensional construct of commitment to change, and previous research tends to ignore the impact vocational drivers may have on it. The paper aims to discuss these issues.

Drawing on prospect theory, the authors extended Herscovitch and Meyer’s (2002) commitment to change construct by developing and testing an additional dimension of commitment to change centered on employees’ vocational commitment across two studies, adopting a longitudinal design within a Chinese context. As organizational change often has implications that impacts individual decision making, vocational development and work adjustments and attitudes within the workplace, the authors presented the case for vocational commitment to change as an important extension to the commitment to change literature. The authors first provided evidence for the internal consistency, factor structure and the validity of the commitment to change in the Chinese context. Subsequently, the authors examined the changes of employees’ commitment to change across time, and demonstrated its predictive validity by exploring the relationship between commitment to change and change-related behaviors.

The current research represents improvements in commitment to change measurement, provides construct clarification in the Asia context, and sheds light on theoretical and empirical evidence for how to support change in the Chinese context. Limitations, implications and directions for future research are further discussed.

The current study responds to a call for research to further investigate the mechanisms of commitment to change within non-Western contexts, specifically within the Chinese context. Through a rigorous scale development process, the authors clarified Herscovitch and Meyer’s (2002) commitment to change model and present an augmented model with a fourth dimension –vocational commitment to change. Furthermore, through a longitudinal study, the current study also demonstrates that the cultivation of commitment to change has great importance to improving employees’ change-supportive behavior and reducing their resistance to change. This is consistent with cross-cultural research, which shows that Chinese individuals are more likely to possess inconsistent attitudes toward an object, including themselves, compared to Western individuals (Spencer-Rodgers et al., 2004). The study also explained the change of commitment to change over time, showing the significant relationships among the commitment to change and change-related behaviors.

The purpose of this paper is to revisit the conceptualization and measurement of entrepreneurial intentions. Significant studies anchored in the Theory of Planned Behavior use causal statistical approaches to entrepreneurial intentions. This methodological approach, leads to the conclusion that there is a single pathway for all groups of people to achieve business start-up. Even though theory suggests approaches by women entrepreneurs to start a business may be influenced by different factors from those influencing men, results are inconclusive in these analyses. The authors argue that methodological preferences for linear, causal analytical approaches limit the understanding of gender similarities and differences in the business start-up process. The authors propose that when considering diverse samples, it is unreasonable to assume there is only a single pathway leading to business start-up.

Building on fuzzy-set Qualitative Comparative Analysis (fsQCA) and data set of 2,038 respondents, the authors investigate factors predicting the intentions to start a business and evaluate the alternative conjunctive paths that emerge.

The fsQCA results shows that the relationship among conditions leading to entrepreneurial intentions is complex and is best represented as multiple and conjectural causation configurations. In other words, there are multiple significant pathways (refers to equifinality) that predict intentions to start a business start-up, and there are significant differences by gender.

This study is one of the first to examine the roll of gender as a sperate condition in the analysis. This paper offers implications for theory and future research and highlights the complexity of this domain.

Despite the school organizational culture broad literature, there is still a gap on culture and educational management, mainly in the public environment. To fill out this space, this article wants to point out the cultural factors that creates school management change in the Brazilian public school context.

The sample is a polar multi-case approach with two high performance and two low performance Brazilian schools. The authors conducted 12 interviews, three each school, with school principal, pedagogical coordinator and administrative officer. To analyze the data, the authors applied synthetic analysis to identify the cultural factors and your conduciveness to change in schools.

The results point out organizational culture as low understood in public municipal schools. These results also indicate the cultural dimensions power distance, uncertainty avoidance, individualism, masculinity, long-term orientation and indulgence as influencers of school management. Therefore, organizational culture is a factor to change and improve performance in public school management.

Despite the low comprehensiveness by the school managers, the authors pointed out the importance of the cultural factors, such as power distance, uncertainty avoidance, individualism, masculinity, long-term orientation and indulgence, in the school management. Future research could assess quantitatively the cultural factors presented here.

The paper provides cultural aspects in the school environment that should be considered in the school management improvement process and school principals’ actions.

The results fulfil the gap of organizational culture and school management in the public sector studies, by pointing out cultural factors of change in the school environment.

The developmental relation of informal mentoring within the organization could aid in tiding over the challenges that arise with change. The purpose is to explore the relationship between informal mentoring within the organization and change supportive behaviour to put forth a framework describing the catalytic and a priori role of informal mentoring within the organization in augmenting change readiness and facilitating change supportive behaviour for a successful organizational change.

Drawing on the appraisal theory of stress coping, the paper put forward a conceptual framework describing the mechanisms through which informal mentoring within the organization leads to change supportive behaviour among the individuals.

The conceptual model explains how informal mentoring within the organization develops optimism, resilience, self-efficacy and trust and facilitates change readiness among the individuals, which leads to change supportive behaviours in them. The paper also describes the influence of poor change management history and organizational identity threat on the relations.

The paper explains the underexplored relationship between mentoring and change readiness. It also sheds light on the importance of exploring the micro-foundations of a macro-level phenomenon. Further research should focus on the differential effect of different forms of mentoring on change readiness.

The paper is developed based on the review of extant literature and applying the theoretical lens of appraisal theory of stress coping to the phenomenon. The paper explains the micro-foundation of the phenomenon and describes how informal mentoring would lead to a change supportive behaviour among the individuals.

This paper unifies previous research literature on employee participation in continuous improvement (CI) activities through the development and validation of a conceptual model. The purpose of this model is to illustrate how organizational drivers foster organizational and individual enablers which, in turn, strengthen employee participation in CI. The article also discusses the results and managerial implications.

Firstly, the article introduces the main variables affecting employee participation in CI, looking at the different possible relationships proposed in existing literature. In accordance with the Kaye and Anderson (1999) framework, these variables are categorized into organizational drivers, organizational and individual enablers and individual outcomes. Based on these categories, a model was put forward and empirically validated using data collected from three Spanish companies (n = 483) and using partial least squares structural equations modelling (PLS–SEM).

A model was put forward, proposing PIRK systems (power, information, rewards, knowledge) as the main organizational driver of employee participation in CI activities. PIRK impacts positively on social influence (organizational enabler), self-efficacy and job satisfaction (individual enablers). These enablers, together with employee intention of participating, help determine employee participation in CI activities.

Organizations with CI programmes should develop systems based on employee empowerment, information, rewards and knowledge in order to foster their self-efficacy and seek out a culture where social influence may help to improve job satisfaction. By suitably managing these organizational drivers, managers can help to further develop certain organizational and individual enablers responsible for fostering employee participation in CI activities.

By unifying different behavioural and CI-related frameworks, this paper carries out an in-depth study into the process of fostering employee participation as the key aspect in helping organizations sustain CI programmes. This paper shows the importance of managing PIRK organizational drivers as levers in the process of developing certain organizational and individual enablers, which are responsible for enhancing employee participation in CI.

Qualitative Comparative Analysis (QCA) is a promising, powerful method that is increasingly used for IS research. However, the Information Systems (IS) discipline still lacks a shared understanding of how to conduct and report QCA. This paper introduces the fundamental concepts of QCA, summarizes the status quo, and derives recommendations for future research.

A descriptive literature review in major IS outlets summarizes how and why QCA has been used in the IS discipline, critically evaluates the status quo, and derives recommendations for future QCA studies.

The literature review reveals 32 empirical research articles in major IS journals that have used the QCA method. Articles applied QCA to a broad range of research topics at the individual and organizational levels, mainly as a standalone analysis for theory development, elaboration and testing. The authors also provide evidence that most published IS research articles do not take full advantage of the potential QCA, such as analyzing necessary causal conditions or testing the robustness of QCA results. The authors provide seven actionable recommendations for future IS research using QCA.

The literature review assesses the status quo of QCA’s application in the IS discipline and provides specific recommendations on how IS researchers can leverage the full potential of QCA.

Drawing from conservation of resources (COR) theory, this study empirically tests the impact of transformational leadership on commitment to and intention to support organizational change, proposing self-efficacy as a mediating mechanism. This study also aims to study whether the extent of change in the organization moderates the proposed relationship between transformational leadership, self-efficacy and change reactions.

A survey was conducted with a sample of 298 employees going through a major organizational change. The proposed moderated mediation relationship was tested by using PROCESS macro.

The findings showed that self-efficacy mediated the relationship between transformational leadership and reactions to change. Moreover, the extent of changes experienced by the employees moderated the relationship between self-efficacy and outcome variables. In other words, in high change contexts, self-efficacy appeared as a more salient and instrumental resource leading to positive reactions.

The results guide change managers to display a transformational leadership style to enhance self-efficacy of change recipients to generate positive attitudes and behaviors during change. Also, this study shows that self-efficacy particularly gains importance when the extent of change is high.

This study makes several important contributions to the organizational change literature. First, it shows that leaders play a crucial role in generating resources that enhance employees' positive reactions to change. Second, the conditional factor of the extent of change has not received much attention in the literature. This study raises attention to the fact that the importance of such resources may differ across low versus high extent of change contexts.