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Book part
Publication date: 7 June 2016

Jessica M. Blomfield, Ashlea C. Troth and Peter J. Jordan

Sustainability is an emotional issue. It is also an issue that is gaining prominence in organizational agendas. In this chapter, we outline a model to explain how…

Abstract

Purpose

Sustainability is an emotional issue. It is also an issue that is gaining prominence in organizational agendas. In this chapter, we outline a model to explain how employees perceive change agents working to implement sustainability initiatives in organizations. Using this model, we argue that organizational support for sustainability can influence how employees respond to sustainability messages. We further argue that the intensity of emotions that change agents display, and how appropriate those emotions are within the organizational context, will influence how employees perceive those individuals and the success of their efforts to influence green outcomes.

Research implications

We extend the Dual Threshold Model of emotions (DTM: Geddes & Callister, 2007) to assess the impact of displays of emotional intensity on achieving sustainability goals. Our model links emotional propriety to change agent success. By exploring variations of the DTM in terms of contextual factors and emotional intensity, our model elaborates on the dynamic nature of emotional thresholds.

Practical implications

Using our framework, change agents may be able to improve their influence by matching the emotional intensity of their messages to the relevant display rules for that organization. That is, change agents who are perceived to express emotion within the thresholds of propriety can enhance their success in implementing green outcomes.

Originality/value

This chapter examines sustainability initiatives at the interpersonal behavior level. We combine aspects of organizational behavior, emotion in organizations, and organizations and the natural environment to create a new model for understanding change agent success in corporate sustainability.

Details

Emotions and Organizational Governance
Type: Book
ISBN: 978-1-78560-998-5

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Article
Publication date: 12 February 2018

Rajiv R. Thakur and Shalini Srivastava

The purpose of this paper is to explore the role of trust, perceived organizational support, and emotional attachment in bridging the gap between resistance and readiness…

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3173

Abstract

Purpose

The purpose of this paper is to explore the role of trust, perceived organizational support, and emotional attachment in bridging the gap between resistance and readiness to change.

Design/methodology/approach

A conceptual model including five constructs is developed. The questionnaire survey using the study variables readiness to change, trust, perceived organizational support, emotional attachment, and resistance to change was used in this study. Descriptive statistics and mediation regression analysis are used to test all hypotheses using the survey data of 276 middle-level managers.

Findings

The findings reflect how readiness to change reduces the impact of resistance to change during organizational change. Furthermore it also finds that how trust, perceived organizational support, and emotional attachment mediates the relationship between resistance and readiness and reduces the gap between the two.

Research limitations/implications

The findings in the study have made significant contribution to the literature especially on middle-level managers in the Indian context. There was a paucity of research done on the study variables. The mediating effects of the study variable have never been explored earlier and therefore make an immense contribution to the field of knowledge for practitioners and academicians.

Practical implications

The research results have many practical implications. It could be established that trust, perceived organizational support, and emotional attachment have a strong and positive association with the management of change. Linking of study variables during change is helpful for the top managers for better understanding during a major organizational change. Supporting the employees through human touch during change will lead to easier transition. Understanding of various dimensions that influence employee to readiness for organizational change is an important endeavor for organizational change.

Social implications

The research is of utmost significance for the top management as it can provide a better insight to understand and keep in mind the key aspects during organizational change in such a way that chances of resistance reduces to minimal. If the employees are contented by receiving support from their bosses, if there exists a mutual trust which increases emotional attachment, introducing change in the organization will be much easier for the management.

Originality/value

This research attempts to investigate how during times of turbulent change in an organization trust between the employees and their supervisor, perceived social support, and emotional attachment with the organization positively impact the change management process. The findings provide valuable insights for the top management to understand the psyche of its employees and provide them a human touch during the time of organizational change.

Details

Journal of Organizational Change Management, vol. 31 no. 1
Type: Research Article
ISSN: 0953-4814

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Article
Publication date: 13 July 2012

Majed M. El‐Farra and Mohammed B. Badawi

This paper aims to identify employee attitudes toward organizational change in the Coastal Municipalities Water Utility in the Gaza Strip and factors affecting these attitudes.

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2319

Abstract

Purpose

This paper aims to identify employee attitudes toward organizational change in the Coastal Municipalities Water Utility in the Gaza Strip and factors affecting these attitudes.

Design/methodology/approach

The study used descriptive and analytical methods to investigate the phenomena. The study population includes all the Coastal Municipalities Water Utility employees. The population number was 128. A semi‐comprehensive survey was used. A close‐ended questionnaire was considered as a main tool for data gathering from the field.

Findings

The study concluded that employee attitudes toward organizational change were positive but weak, which could elicit some supportive behaviors. Employees hold ambivalent cognitions; they believe that change benefits all employees and would increase work efficiency, but they do not see themselves or their departments as contributors to this improvement. In addition, they hold moderate positive emotions of happiness, excitement, relief, and hope. Moreover, employees hold moderate intentions to support the change passively by complying with, and showing acceptance of change. Multiple regression analysis indicated moderate prediction of attitude toward organizational change by four predictors: organizational support, self‐efficacy, quality of information, and threat appraisal. The model explained 52.0 percent of variance in employee attitudes toward organizational change.

Practical implications

The paper provides a managerial framework for applying change to organizations successfully and generating a positive employee attitudes and behavior toward change.

Originality/value

This research is the first to be conducted in Palestine and to consider a practical and empirical approach to evaluate management of change in one of the most important service provider institutes in the Gaza Strip.

Details

EuroMed Journal of Business, vol. 7 no. 2
Type: Research Article
ISSN: 1450-2194

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Article
Publication date: 25 August 2021

Elodie Arnéguy, Marc Ohana and Florence Stinglhamber

Although justice perceptions have been proven to be a critical determinant of readiness for change (RFC), research is still needed to investigate which source(s) of…

Abstract

Purpose

Although justice perceptions have been proven to be a critical determinant of readiness for change (RFC), research is still needed to investigate which source(s) of justice fosters employee's preparedness to face change within his/her organization. The aim of this study is to examine the simultaneous influence of three sources of justice, namely the organization, the supervisor and the coworkers, on RFC through perceived organizational support, perceived supervisor support and perceived coworker support, respectively.

Design/methodology/approach

Three different sets of data were collected from employees in the United States and in Europe. Path analyses were performed to test the hypotheses.

Findings

The results indicated that perceived organizational support mediates the relationship between organizational justice and RFC. Conversely, however, the effect of supervisory justice and coworkers justice on RFC was not mediated by perceived supervisor support and perceived coworker support.

Originality/value

This study is the first to examine the simultaneous influence of organizational, supervisory and coworkers justice on RFC. In doing so, it highlights the need to consider justice stemming from the organization as a priority when considering implementing an organizational change, as opposed to justice emanating from the supervisor and coworkers. In addition, this study responds to long-standing calls for the simultaneous examination of multiple sources of justice and the exploration of the largely neglected role of justice stemming from coworkers.

Details

Employee Relations: The International Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0142-5455

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Article
Publication date: 20 November 2017

Aristides Isidoro Ferreira, Carla Cardoso and Timo Braun

This study drew upon conservation of resources and organizational support theory to develop a deeper understanding of the antecedents of affective and behavioral reactions…

Abstract

Purpose

This study drew upon conservation of resources and organizational support theory to develop a deeper understanding of the antecedents of affective and behavioral reactions to change processes. The purpose of this paper is to construct a theoretical framework based on previous findings of change management research to suggest that the relationship between organizational support and resistance to change is mediated by ego-resilience. This framework was then validated empirically.

Design/methodology/approach

To test this model, the mediation relationship was examined using regression analysis with bootstrapping. The sample consisted of 323 employees from private and public organizations.

Findings

The results confirmed that the relationship between organizational support and affective and behavioral reactions to imposed change is mediated by ego-resilience. The theoretical model was thus validated for use in future research.

Research limitations/implications

This study’s findings have implications for organizations regarding how managers guide their employees through change processes. The research’s limitations arise from the use of convenience non-probability sampling and cross-sectional, self-reported data, which only allow for a tentative generalizability of the results.

Originality/value

The findings show that organizational change processes are affected by factors on both the individual (i.e. ego-resilience) and organizational level (i.e. organizational support). This study’s results thus provide empirical support for the conclusion that ego-resilience mediates the indirect relationship between organizational support and employees’ resistance to change.

Details

Baltic Journal of Management, vol. 13 no. 1
Type: Research Article
ISSN: 1746-5265

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Article
Publication date: 23 December 2020

Safuwan Samah

The purpose of this paper is to investigate the antecedents of acceptance of change on Administrative Diplomatic Officers (ADO) from the Management and Professional Group…

Abstract

Purpose

The purpose of this paper is to investigate the antecedents of acceptance of change on Administrative Diplomatic Officers (ADO) from the Management and Professional Group in the Malaysian public service organizations.

Design/methodology/approach

A total of 400 respondents were selected from 6904 ADO who served in Malaysian public service organizations. Data for this study were collected using self-administered questionnaires to study the direct relationship of individual and environmental factors toward acceptance of change; and the impact of organizational support as mediator on the relationship of environmental factors on professionals' acceptance behavior on organizational change. The paper uses quantitative research design, and the hypotheses formulated for this study were tested using SEM AMOS.

Findings

The study revealed that organizational support, attitude toward change, subjective norms and social influences all have significantly direct effect on acceptance to change. In contrast, results showed that locus of control has no direct influence on dependent variable. The results of mediation model analysis suggested that organizational support partially mediates the relationship of subjective norms on acceptance of change.

Research limitations/implications

The population of this study was only involved ADO as middle managers in Malaysia public service organizations. The author's choice of sample limits the generalizability of the results. However, the choice made was instrumental, convinced in reaching a good and rich set of data. It is thus enabled to obtain an ample understanding of the dynamics in the case.

Practical implications

Perceived organizational support should be crucial element taken by human resource development practitioners in Malaysian public service in ensuring that Management and Professional Groups smoothly adapted to organizational changes through subjective norms and social influence.

Social implications

Present study is essential to provide empirical mapping of a hitherto unexplored acceptance of change within the predictor variables examined in this research. By providing a better understanding of public servants' acceptance of change through research variables, this may then improve their service to deliver government work plans and achieving goals.

Originality/value

The findings of this study extend the knowledge of acceptance of change behavior in the context of Management and Professional Group in Malaysia public service. The integration between selected individual and environmental variables toward acceptance of change behavior with mediating variable of perceived organizational support adds values to the body of knowledge toward understanding the process of acceptance of change behavior. The scientific contribution of this paper created an empirical evidence of unexplored area of acceptance of organizational change within the Management and Professional Group, highlighting that the middle managers in public sector organizations veritably believe they are responsible for their own success.

Details

Journal of Organizational Change Management, vol. 34 no. 2
Type: Research Article
ISSN: 0953-4814

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Article
Publication date: 1 April 2002

Leslie T. Szamosi and Linda Duxbury

Discusses the use of the act frequency approach methodology to develop and validate a measure of organizational support of revolutionary change. A total of nine unique…

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8478

Abstract

Discusses the use of the act frequency approach methodology to develop and validate a measure of organizational support of revolutionary change. A total of nine unique behaviors, describing three constructs, were viewed by employees as supportive of revolutionary change; and 12 unique behaviors, describing two constructs, were perceived as being non‐supportive of revolutionary change. The measures developed were found to have high internal reliability. The measures were also found to be highly correlated with relevant individual and organizational outcome measures. These results provide empirical support for the idea that how an organization supports revolutionary change can have an impact on both the organization and its employees and that contextual variable may not influence perceptions.

Details

Journal of Organizational Change Management, vol. 15 no. 2
Type: Research Article
ISSN: 0953-4814

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Article
Publication date: 29 July 2020

Shalini Srivastava and Swati Agrawal

The purpose of the paper is to study the turnover intention of employees during the phenomenon of resistance to change. The paper examines the mediating role of burnout in…

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1826

Abstract

Purpose

The purpose of the paper is to study the turnover intention of employees during the phenomenon of resistance to change. The paper examines the mediating role of burnout in the relationship of resistance of change to turnover intention and the moderating role of perceived organizational support in this relationship.

Design/methodology/approach

The empirical data of the study has been collected via cross-sectional data collection method and include responses from 410 employees. The moderation mediation analysis has been done using the SPSS macro process.

Findings

The paper finds that resistance to change is an antecedent to the turnover intention which often represents employees' voluntary turnover in the future. This relationship of resistance to change and turnover intention is explained by burnout. However, the study establishes perceived organizational support as moderator, and with high POS, strength of this relationship will be reduced.

Originality/value

This paper contributes by examining the burnout as an intervening variable in the relationship of resistance to change and turnover intention and perhaps establishes for the first time the moderating role of perceived organizational support in reducing the influence of resistance to change on turnover intention, since retaining employees is of value to the organization.

Details

Journal of Organizational Change Management, vol. 33 no. 7
Type: Research Article
ISSN: 0953-4814

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Article
Publication date: 25 November 2019

Marlene S. Neill, Linjuan Rita Men and Cen April Yue

The purpose of this paper is to examine why and how an open and participative communication climate matters for employee organizational identification and their change

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1555

Abstract

Purpose

The purpose of this paper is to examine why and how an open and participative communication climate matters for employee organizational identification and their change-specific responses, specifically employees’ attitudinal and behavioral reactions.

Design/methodology/approach

To test the hypothesized model, the authors conducted an online survey using a stratified and quota random sample of 1,034 US employees working in diverse industry sectors in June of 2018, with the assistance of a premier global provider of survey services, Survey Sampling International. To test the hypothesized model, structural equation modeling analysis was employed using AMOS 24.0 software.

Findings

An open and participative communication climate directly contributes to employee affective commitment to change and behavioral support. Communication climate featured by openness and participation boosts employee identification with the organization, which leads to positive employee reaction to change. When employees identify with the organization, they tend to believe in the inherent value of the change and are more likely to support the change initiative in action through cooperation and championship.

Originality/value

Theoretically, the study contributes to the change management and communication literature by focusing on the role of communication climate in inducing employee reaction to organizational change. Practically, the study offers insights for change managers, internal communication professionals and organizational leaders. Organizational leaders need to be open, create a trusting atmosphere and actively involve employees in the decision-making process. Organizational leaders and communicators should also strive to boost employee identification with the organization, especially during change.

Details

Corporate Communications: An International Journal, vol. 25 no. 2
Type: Research Article
ISSN: 1356-3289

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Article
Publication date: 18 September 2019

Charlotte Schulz-Knappe, Thomas Koch and Johannes Beckert

Past research has been concerned with finding reasons for failure of organizational changes and the role of employees in it. Whether employees hinder or support

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3806

Abstract

Purpose

Past research has been concerned with finding reasons for failure of organizational changes and the role of employees in it. Whether employees hinder or support organizational change depends not only on the organizational context, but also on individual predispositions and the change communication employees experience during the process. The purpose of this paper is to test how these three categories affect employees’ attitudes toward the change as well as their tendency to show resistance or to support it.

Design/methodology/approach

An online survey (n=608) of German employees who were recently subject to a change in their workplace was conducted.

Findings

With respect to individual predispositions and organizational context, the results show that in particular skepticism, openness, engagement and influence on decisions are relevant predictors. Change communication variables (e.g. involvement, participation and appreciation) explain the largest share of variance, indicating that transparent communication and including employees in the process result in positive attitudes toward change and support.

Originality/value

This study adds to the discussion about which factors determine the support or resistance to organizational change by identifying relevant predictors, organizing them along three categories and testing them concurrently.

Details

Corporate Communications: An International Journal, vol. 24 no. 4
Type: Research Article
ISSN: 1356-3289

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