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In the current dynamic world, organizations required rapid changes to meet the increasing demands of their customers. On the other hand, the practice side claims that the majority of the organizational change attempts fail due to resistance from the employee side. Based on the behavioral theory of leadership, the authors examined the relationship between ethical leadership and organizational change with moderated mediation effect of behavioral resistance to change and commitment to change on the stated relationship.

Data were obtained from 333 employees, selected at random, in three waves (i.e. pre-change, during change and post-change) using survey methods from services sector organizations operating in Pakistan.

The authors found that ethical leadership was positively linked to organizational change and this relation was partially mediated by the commitment to change. Further, behavioral resistance to change weakened the relationship between ethical leadership and commitment to change.

The current study illuminates the importance of ethical leaders in the organizational change process, and empirical findings also gave an important direction to build change commitment in employees to reach positive results. Further, change leaders should use ethical practices in the workplace during organizational change initiatives to deal with behavioral resistance to change.

This study links ethical leadership with organizational change using the behavioral theory of leadership, an unexplored area in the existing literature that gives a new insight to academia and practice side officials to successfully implement any organizational change initiative.

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.

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.

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

In recent times, employers are routinely advertising for position candidates with the capability to work with little or no supervision at all. This is probably because, as businesses strive to globalize operations, supervision has become both complex and expensive. While the general interest in employees with considerable levels of work autonomy may be a strategic one, particularly for banks, it is important to determine the impact of work autonomy on other critical success factors such as employee commitment to change management, innovativeness and quality supervisor-subordinate relationship. This study aims to examine the relationship between these variables by exploring the mediation effect of work autonomy on the relationship between employee innovativeness, quality of supervisor-subordination collaboration and employee commitment to change management in the banking sector of Ghana.

The study used quantitative empirical strategies involving the distribution of questionnaires to a randomly selected sample of 400 employees of selected banks in Ghana. Data, so collected, were analysed using the PLS-SEM Software.

Results of the study revealed significant relationships between the quality of supervisor-subordinate collaboration, innovativeness and commitment to change. The findings further established work autonomy as an explanatory variable between the three employee behaviours – innovativeness, quality of supervisor-subordinate connection and commitment to change.

The novelty of this study lies in the interplay of quality employee relations, innovative employee behaviour and commitment to change processes as refereed by work autonomy to promote effective change management activities in Ghanaian banks. The outcome of the study led to the development of a theoretical model for organizational change management.

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.

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.

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.

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.

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.

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

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.

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.

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

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.

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.

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.

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.

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.

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.

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.

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.

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

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.

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.

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.

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.

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.

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.

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.

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.

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.

The purpose of this paper is to empirically investigate the relationship between learning culture, inquiry and dialogue, knowledge sharing structure and affective commitment to change. Also, the paper examines the mediating effect of employee resilience on the relationship between learning culture, inquiry and dialogue, knowledge sharing structure and affective commitment to change.

The sample comprised of responses from 510 employees’ working in information technology companies based in India. Confirmatory factor analysis was employed to analyse the proposed measurement model and structural equation modelling was used to test the study hypotheses. Additionally, the study utilized mediation analyses proposed by Preacher and Hayes (2004) to investigate the mediating role of employee resilience.

The results show significant relationship between the study variables. Employee resilience was found to partially mediate the relationship between learning culture, inquiry and dialogue, knowledge sharing structure and affective commitment to change.

Examining the relationship between learning culture, inquiry and dialogue, knowledge sharing structure and employee resilience can have significant implications for organizations. The proposed study framework can be utilized by the researchers and human resource practitioners to frame organizational practices and interventions to develop a pool of resilient and change committed workforce.

First, the general understanding of the relationship between learning culture, inquiry and dialogue, knowledge sharing structure and affective commitment to change is scant in literature. Second, the study extends the previous research by investigating the mediating role of employee resilience between learning culture, inquiry and dialogue, knowledge sharing structure and affective commitment to change.

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.