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In an increasingly volatile and complex market environment, adaptability becomes essential to success. Basic to every manufacturing strategy is the identification of the technological means of meeting the firm’s competitive priorities. But what should guide the decision‐making process regarding which capabilities to develop, given rapid change and uncertain outcomes? Current manufacturing strategy models fall short of explaining how firms adapt to technological change and what is the source of that change. To meet this need, we can turn to evolutionary economics. The model presented in this paper holds that technologically embodied trade‐offs change the practices of technology users, creating momentum along existent trajectories. The paper reports evidence to support the model, gathered through a series of interviews with technology users, suppliers, and service providers. The findings indicate that manufacturing strategy forms a critical link not only in firms’ ability to adapt to change in their environments, but also in their ability to knowingly shape their futures.

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.

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.

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.

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.