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Article
Publication date: 18 May 2021

The purpose of the study was to develop and validate an integrative measure of commitment to change using a mixed-methods approach. Changes in employees' commitment to

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Abstract

Purpose

The purpose of the study was to develop and validate an integrative measure of commitment to change using a mixed-methods approach. Changes in employees' commitment to change over time were examined.

Design/methodology/approach

This is a longitudinal study using participants in China. The researchers used a mixed-methods design.

Findings

Three hypotheses were supported: 1. Initial and later commitment to change were positively correlated 2. Commitment to change and change supportive behaviour was positively correlated 3. Initial commitment to change was negatively related to resistance to change.

Research limitations/implications

Construct clarification can be further examined across cultures to make its cross-cultural validity clearer. The research uses participants from a Chinese context and adds significantly to understanding of commitment to change in this culture.

Practical implications

Employers would do well to attend to the needs and interests of employees who have higher vocational commitment to change.

Originality/value

This research report gives data from participants from a Chinese cultural background which gives new information regarding vocational commitment to change and opens new areas for further research.

Details

Development and Learning in Organizations: An International Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1477-7282

Keywords

Content available
Article
Publication date: 9 July 2021

Jinia Mukerjee, Francesco Montani and Christian Vandenberghe

Organizational change is usually stressful and destabilizing for employees, for whom coping with the induced stress is primordial to commit to the change. This paper aims…

Abstract

Purpose

Organizational change is usually stressful and destabilizing for employees, for whom coping with the induced stress is primordial to commit to the change. This paper aims to unravel how and when change recipients can enact different coping strategies and, ultimately, manifest different forms of commitment to change.

Design/methodology/approach

We propose a theoretical model that identifies challenge appraisal and hindrance appraisal as two primary appraisals of organizational change that fuel, respectively, proactive and preventive coping strategies and, indirectly, affective and normative forms of commitment to change. Moreover, this framework suggests that coping strategies and commitment are influenced by the secondary appraisal of two vital resources – resilience and POS – allowing individuals to react effectively to primary change-related appraisals. Finally, the relationship between coping strategies and the components of commitment to change is proposed to be moderated by employees' regulatory focus.

Findings

Using appraisal theory and conservation of resources theory as guiding frameworks, our integrated model describes the antecedents, processes and boundary conditions associated with coping with the stress of organizational change and how they ultimately influence commitment to it.

Originality/value

This is the first theoretical paper to identify a conditional dual path to disclose the different reactions that change recipients can manifest in response to the stressful aspects of organizational change.

Details

Journal of Organizational Change Management, vol. 34 no. 5
Type: Research Article
ISSN: 0953-4814

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Article
Publication date: 23 June 2021

Noufou Ouedraogo, Michel Zaitouni and Mohammed Laid Ouakouak

The purpose of this study is to investigate the effects of leadership credibility on employees' behaviours and attitudes towards organisational change through the lens of…

Abstract

Purpose

The purpose of this study is to investigate the effects of leadership credibility on employees' behaviours and attitudes towards organisational change through the lens of employee commitment to change.

Design/methodology/approach

The authors conducted a quantitative study in which 239 participants from diverse organisations participated.

Findings

Using structural equation modelling techniques, the results reveal that leadership credibility has a positive effect on both affective and normative commitment to change but a negative effect on continuance commitment to change. The authors also report that change success is positively impacted by affective commitment to change and negatively impacted by continuance commitment to change but is not significantly affected by normative commitment to change.

Research limitations/implications

Thus, the authors contribute to closing a knowledge gap in change management theory while making practical recommendations for leading people during times of organisational transition.

Originality/value

This study sheds light on the role of leadership credibility and employee commitment during organisational change.

Details

International Journal of Productivity and Performance Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1741-0401

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Article
Publication date: 9 November 2020

Anja Hagen Olafsen, Etty R. Nilsen, Stian Smedsrud and Denisa Kamaric

Future organizations must focus on their ability to change to be sustainable, and this calls more attention to sustainability as an organizational issue. However, change

Abstract

Purpose

Future organizations must focus on their ability to change to be sustainable, and this calls more attention to sustainability as an organizational issue. However, change initiatives often fail because of a lack of employee commitment. The purpose of this study is to examine how organizational culture and individual readiness for change (IRFC) relate to types of commitment to change.

Design/methodology/approach

Survey data from a sample of 259 employees in a Norwegian public organization undergoing major strategic changes were used to test the hypothesized relations.

Findings

The results show that flexible and stable organizational cultures did not relate differently to types of change commitment. This may indicate that the strength, rather than the type, of organizational culture is vital for change commitment. Nevertheless, a flexible organizational culture had a clearer relation to positive change commitment; in part through its positive relation with both change self-efficacy and negative personal valence. These are important dimensions of IRFC.

Originality/value

The study contributes to a nuanced understanding of the role of contextual and individual factors in explaining various types of commitment to organizational change, in particular, by examining the distinction between flexible and stable organizational culture, as well as separate dimensions of IRFC. A flexible culture together with both of the included dimensions of IRFC is shown to be of importance in fostering affective commitment to change – the gold standard of change commitment. Recognizing sustainability as an organizational issue underscores the need for creating a culture conducive to change.

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Article
Publication date: 30 July 2020

Leonis Marchalina, Hartini Ahmad and Hamid Mahmood Gelaidan

This study examines the influences of personality traits on the employees' commitment to change that moderated by the organizational culture. The employee's commitment to

Abstract

Purpose

This study examines the influences of personality traits on the employees' commitment to change that moderated by the organizational culture. The employee's commitment to change is important for the large companies to sustain in the global economy.

Design/methodology/approach

The quantitative data were collected from the employees in the large companies that are listed in Bursa Saham Kuala Lumpur (BSKL) Malaysia. The research used a simple random sampling and a cross-sectional survey.

Findings

The results showed there is a relationship between the personality traits and the employees' commitment to change, moderated by the organizational culture.

Research limitations/implications

This study implies that both practitioners and leaders need to review how they could increase the employees' commitment to change in the companies based on the various personalities.

Originality/value

The originality of the study is the establishment of the instruments and theoretical building on the personality traits, organizational change and employees' commitment to change.

Details

Journal of Economic and Administrative Sciences, vol. 37 no. 4
Type: Research Article
ISSN: 1026-4116

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Article
Publication date: 21 August 2020

Zhao Pan, Yaobin Lu, Sumeet Gupta and Qian Hu

The intense competitive and dynamic environment in mobile social-media market forces service providers to introduce incremental technological changes to achieve…

Abstract

Purpose

The intense competitive and dynamic environment in mobile social-media market forces service providers to introduce incremental technological changes to achieve sustainable competitive advantage. The purpose of this paper is to investigate what and how the user attitude to change influences members' behavioral support for incremental technological change in mobile social media service.

Design/methodology/approach

Using the tripartite model of attitude, this study examines the influence of the cognitive aspect (empowerment with change), affective aspect (arousal with change) and behavioral aspect (habit to change) of attitude toward change on members' behavioral support for incremental technological change. Drawing on the commitment to change theory, we assessed the underlying mechanism by which attitudes toward change influences behavioral support for incremental technological change through the two components of commitment to change (i.e. affective and normative commitment to change). We tested the model using structural equation modeling on the data collected from the popular mobile social media services in China.

Findings

Our results indicate that the effect of empowerment with change, arousal with change and habit to change varies with different dimensions of commitment to change and significant influence of commitment to change on members' behavioral support for incremental technological change.

Practical implications

The findings of this study contribute to better insights for services providers for implementing incremental technological change strategies.

Originality/value

This study contributes to the theory of incremental technological changes by empirical examination of the impacts of users' attitudes toward change on members' behavioral support for incremental technological change in mobile social media. The paper extends the commitment to change theory with the discussion of the mediating effect of commitment to change in the continuing members' behavioral support for incremental technological change in mobile social media.

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Article
Publication date: 8 April 2020

Sock Beei Yeap, Abdul Ghani Kanesan Abdullah and Lei Mee Thien

This study aims to examine the influence of transformational leadership and mindfulness on lecturers' commitment to teaching entrepreneurship with mediating effect of…

Abstract

Purpose

This study aims to examine the influence of transformational leadership and mindfulness on lecturers' commitment to teaching entrepreneurship with mediating effect of readiness for change in polytechnics.

Design/methodology/approach

The study used the cross-sectional survey method. The sample participants were 171 lecturers from polytechnics. Data were analysed by using partial least squares–structural equation modelling (PLS-SEM) approach.

Findings

Findings indicated that readiness for change mediated the relationship between transformational leadership and commitment to teaching entrepreneurship. Transformational leadership and mindfulness had no significant influence on commitment to teaching entrepreneurship. Readiness for change did not mediate the relationship between mindfulness and commitment to teaching entrepreneurship.

Practical implications

Higher education should be aware of the importance of lecturers' readiness for change. This is because readiness for change is the mediator of the relationship between transformational leadership and commitment to teaching entrepreneurship.

Originality/value

The study sheds light on the explanation of mediating effect of readiness for change to influence the relationship between transformational leadership and lecturers' commitment to teaching entrepreneurship in the Malaysian polytechnic context.

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Article
Publication date: 25 July 2020

H.M. Saidur Rahaman, Jeroen Camps, Stijn Decoster and Jeroen Stouten

In the present study, the authors draw on social exchange theory to argue that ethical leaders offer positive exchanges in times of change and thereby encourage employees…

Abstract

Purpose

In the present study, the authors draw on social exchange theory to argue that ethical leaders offer positive exchanges in times of change and thereby encourage employees’ change commitment, which subsequently reduces their dysfunctional resistance. Drawing on uncertainty management theory, the authors further hypothesize that employees’ perception of change information (i.e. a change-specific context) not only moderates the negative relationship between employees’ change commitment and dysfunctional resistance but also the indirect relationship between ethical leadership and dysfunctional resistance via change commitment.

Design/methodology/approach

The authors conducted a two-source cross-sectional survey involving 144 matched pairs of employees and coworkers from a range of organizations.

Findings

Employees’ change commitment mediates the relationship between ethical leadership and their dysfunctional resistance. Furthermore, employees’ perception of change information not only moderates the relationship between change commitment and dysfunctional resistance but, more importantly, also the indirect effect between ethical leadership and dysfunctional resistance via change commitment. More specifically, the effect of change commitment on employees’ dysfunctional resistance as well as the indirect effect of ethical leadership on employees’ dysfunctional resistance through change commitment are stronger when there is little change information.

Research limitations/implications

Ethical leadership is able to reduce employees’ dysfunctional resistance, particularly when employees have limited information regarding the change.

Originality/value

This study demonstrates how change commitment acts as a mediator and change information serves as a moderator in the ethical leadership–dysfunctional resistance relationship in the time of organizational change.

Details

Personnel Review, vol. 50 no. 2
Type: Research Article
ISSN: 0048-3486

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Article
Publication date: 14 November 2008

Philip Shum, Liliana Bove and Seigyoung Auh

Although organizational change is inevitable with customer relationship management (CRM) implementation, very little is known about how this change affect employees, and…

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13629

Abstract

Purpose

Although organizational change is inevitable with customer relationship management (CRM) implementation, very little is known about how this change affect employees, and how their actions in turn influence the success of CRM projects. The purpose of this study is to address this void in the current CRM literature.

Design/methodology/approach

Using an exploratory approach, 13 in‐depth interviews were conducted with bank managers and staff of three banks to provide preliminary support for the conceptual framework.

Findings

The three banks approached their CRM projects with very different results. Two banks achieved less success from their CRM implementation as a result of too little focus being placed on managing CRM‐induced change and people. Only one bank focused a large part of its CRM budget on change management and the organizational factors critical to the implementation. Results demonstrate a possible correlation between employees' commitment to the CRM initiative and the positive outcomes of a bank's performance.

Research limitations/implications

This paper lays down the foundation for more thorough studies on employees' affective commitment to change in the CRM context. Empirical research will be needed to verify the conceptual model presented.

Practical implications

The importance of identifying and securing employees' affective commitment to CRM‐induced change to ensure the successful roll out of a CRM implementation is highlighted.

Originality/value

Initial evidence is gained of the importance of employee commitment to CRM induced change for successful CRM implementation. A total of six organizational drivers are identified which assist in gaining employee commitment to CRM induced change.

Details

European Journal of Marketing, vol. 42 no. 11/12
Type: Research Article
ISSN: 0309-0566

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Article
Publication date: 4 November 2014

Runtian Jing, Jia Lin Xie and Jing Ning

The purpose of this paper is to examine the antecedents (psychological contract and perceived reasons for change) and consequences (work behaviors and well-being) of…

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1505

Abstract

Purpose

The purpose of this paper is to examine the antecedents (psychological contract and perceived reasons for change) and consequences (work behaviors and well-being) of employees’ commitment to organizational change.

Design/methodology/approach

The authors developed a conceptual model of the antecedents and consequences of commitment to organizational change. In Study 1, based on interviews, the authors developed an instrument to measure the construct “reasons for change.” In Study 2, the authors collected questionnaire data from 228 employees of a Chinese telecom company undergoing organizational changes and tested the conceptual model using structural equation modeling.

Findings

The results showed that the strength of a relational contract (one form of psychological contract) was positively related to normative commitment to change and negatively related to continuance commitment to change. External reasons for change were positively related to affective and normative commitment to change, whereas internal reasons for change were negatively related to affective commitment to change and positively related to continuance commitment to change. Affective commitment was negatively related to exit and aggressive voice. Continuance commitment was positively related to emotional exhaustion, and normative commitment was negatively related to emotional exhaustion.

Research limitations/implications

The single-source cross-sectional design limits the robustness of the conclusions drawn from the findings. Two promising avenues were opened for further research: the interaction of employees’ commitment to change at different levels and the process of social construction of perceived reasons for change.

Practical implications

To facilitate employee commitment to change, organizations should cultivate relational contracts with their employees and attend to the “framing effects” of employees’ perceptions of reasons for change.

Social implications

This study contributes to the understanding of the relationship between employer-employee relations and employee well-being in Chinese society. It suggests that healthy employer-employee relations are beneficial for employee well-being. Moreover, Chinese firms should pay more attention to the changes occurring inside and outside their organizations, which are related to the psychological health of their employees.

Originality/value

The study highlights the importance of relational contracts between an organization and its employees during organizational change process. Moreover, it is among the first to examine the relationship between employees’ perceived reasons for change and their commitment to change.

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