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The major purpose of this paper is to examine the influence of openness to change on research publication in higher education institutions (HEI) in Tanzania.

With a sample of 247 academics, a cross-sectional survey design was used and questionnaires were the primary data collection tool. The collected data were tested using mean and standard deviations, and the causal–effect relationship between the independent and dependent variables was tested using simple linear regression.

The findings of this study revealed that openness to change positively and significantly influence research publication in higher education (β = 0.598 and p < 0.001).

The study recommends that HEI should consider openness to change value as one among criteria for hiring academics as well as developing good programs that will help academics develop the academics' self-awareness with regard to what takes for one to be a productive researcher.

This is the first study to examine the influence of openness to change as a personal value on academics’ research publication in Tanzanian HEI. In this instance, the study contributes to the existing literature on the influence of academics' personal values in terms of openness to change on research publication.

The purpose of this study was to explore the moderating role of communication in the relationship between person-organization fit (P-O fit) of openness to change, learning organization and knowledge sharing.

A total of 1,015 faculty and staff participants from three private universities in South Korea was included in the analysis. Individual and organizational aspects of openness to change were examined based on the P-O fit theory. Moderated polynomial regression and response surface methodology were used for data analysis.

At a higher level of communication, the congruence of openness to change between the individual and organization showed a positive fit effect on learning organization. The incongruence of openness to change between individual and organization, in which the organizations’ openness to change was higher than that of individuals, decreased the level of knowledge sharing when the level of communication was higher.

The results of this study support the theory and practice that consideration of P-O fit on openness to change and a strategic approach of communication are needed to succeed in organizational change.

The purpose of this study is to explore the role of managerial communication, employee participation and trust in one's supervisor in enhancing openness to organizational change of Turkish employees.

Data were collected via a structured questionnaire. A total of 878 employees from public organizations in Turkey participated in the study. The basic postulate of this study is that trust in one's supervisor will surpass the effects of managerial communication (i.e. task communication, career communication and communication responsiveness) and employee participation as they jointly influence employees' openness to organizational change.

The results indicate that trust in one's supervisor fully mediates the relationship between managerial communication and openness to change, whereas it partially mediated the relationship between employee participation and openness to change of Turkish employees.

This paper demonstrates that using a trust‐based approach during change initiatives could be very effective for organizations in collectivist cultures like Turkey.

This study contributes to the literature by investigating the combined effects of managerial communication, employee participation and openness to organizational change on employees' openness to organizational change in a different cultural context. Managerial and theoretical implications of research findings are also discussed.

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.

The purpose of this paper is to explore how middle managers respond to the career challenges caused by environmental regulation. In particular, this paper examines whether environmental regulation strength is positively related to middle managers’ openness toward change, and whether middle managers’ openness toward change is positively related to proactive behavior. Furthermore, the moderating role of top managers’ bottom-line mentality in these two relationships is examined.

Cross-sectional survey research (n=155) was conducted. During a training program, data were collected from 155 middle managers from a listed company that manufactures primary products. With these data the authors examined the main relationship and also explored the moderating effect of top managers’ bottom-line mentality.

Analysis of the findings indicates that perceived environmental regulation strength influences middle managers’ openness toward change and consequently their proactive behavior. In addition, top managers’ bottom-line mentality moderates both the link between environmental regulation strength and openness toward change and the link between openness toward change and proactive behavior.

The findings of this study reveal how environmental regulation induces middle managers’ proactive behavior, and the influence of top managers’ mentality on how middle managers respond to environmental regulation both cognitively and behaviorally.

This study proposes a moderated mediation model that examines the roles that openness to change and psychological capital (PsyCap) may play in the relationship between climate for innovation and employee creativity.

Path modeling analysis with software Mplus 7 is conducted to test our moderated mediation model.

The results show that climate for innovation promotes openness to change, which in turn encourages employee creativity, and PsyCap moderates not only the relationship between climate for innovation and openness to change but also the indirect effect of climate for innovation on employee creativity through openness to change.

Although we attempt to avoid common method bias by collecting data in two waves, the six-month time interval separating the two waves of data collection may not be long enough to detect the causal relationship between climate for innovation and employee creativity. In addition, this study is conducted in companies located in China, which may raise the question of generalizability to other cultures.

The main contribution is building a moderated mediation model to uncover the potential mediating mechanism and boundary conditions associated with the influence of climate for innovation on employee creativity.

Based on the theory of basic human values, this study aims to examine the impact of CEO conservation (i.e. security, conformity and tradition) and openness to change (i.e. self-direction, stimulation and hedonism) values on one of the most conflictual decisions inside a firm: workforce downsizing.

The hypothesis testing was done in the context of all workforce downsizing decisions made by German companies (and their CEOs) listed on the German Prime-Index between 2005 and 2019. A software-based psycholinguistic assessment of various sources of CEO communications was conducted to tap into their underlying values.

Tobit regression analysis confirms that CEO conservation and openness-to-change values impact the severity of workforce downsizing. Namely, the higher the CEO conservation values, the lower the downsizing severity (i.e. employees dismissed in relation to overall workforce). In contrast, the higher the CEO openness to change values, the higher the downsizing severity.

Against prior research that has centered around political ideology as a proxy to understand the mechanisms through which values impact strategic decisions, the present study employs advanced measurement approaches to assess the general impact of CEO values on critical firm decisions. As such, the study contributes to upper echelons research by offering a new perspective on how CEO values impact critical firms' decisions.

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.

Developed and tested a model of the change management strategies that predict openness and commitment to a large‐scale organizational change. Based on a sample of 164 employees, a partially‐ and a fully‐mediated model were compared with the former providing the best fit to the data. Communication and job security predicted openness and trust both directly and indirectly, via procedural justice. Participation predicted trust directly and indirectly but predicted openness to change only indirectly (via procedural justice). Turnover intentions were negatively predicted by openness and trust. Finally, turnover intentions predicted neglect. These results highlight the role of procedural justice perceptions in understanding organizational change.

This study aims to examine the impact of technological turbulence on employee resilience based on cognitive dissonance theory and through a process of consonance and dissonance. First, the study investigates employee openness to represent cognitive consonance and then resistance to change to represent cognitive dissonance processes. Such processes mediate the relationship between technological turbulence and employee resilience. Second, this study proposes that the above associations will be moderated by crisis leadership efficacy.

The study uses multi-source data from service employees and their immediate superiors in hospitality, including a two-phase data collection process. Moreover, the study conducts a two-step structural equation modeling.

This study finds that employee openness and resistance to change mediate the association between technological turbulence and employee resilience. Furthermore, results reveal that crisis leadership efficacy strengthens the relationships (direct and indirect, through openness and resistance to change) between technological turbulence and employee resilience. The study discusses the implications for theory and practice for tourism scholars and practitioners.

This study provides empirical evidence showing the importance of employee resilience and the underlying mechanisms in responding to technological turbulence in the hospitality industry.

Resilience research in the hospitality and service context is timely and necessary to cope up with the changing market and turbulences. This study extends the extant literature that mainly examined the crisis and dynamic conditions. The study contributes to crisis management, marketing and leadership literature concerning technological turbulence and employee resilience in the hospitality context.