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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/ap...
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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.
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Despite the requirement for continual change and development, change failure is omnipresent in health care, ranging from small technical errors within new systems, processes or technologies, through to breakdowns and large-scale d...
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Despite the requirement for continual change and development, change failure is omnipresent in health care, ranging from small technical errors within new systems, processes or technologies, through to breakdowns and large-scale disaster. Despite decades of research investment, consultancy and initiatives, creating a healthcare context that promotes clinician engagement with change remains elusive, with limited demonstrated progress. Affective commitment to change refers to commitment that is driven by a desire to support change based on its perceived benefits or value, as opposed to commitment that is based on a sense of obligation or the minimization of costs. Recent evidence from health-care contexts indicates that affective commitment to change drives change readiness more so than the individual's self-efficacy for dealing with the change. Considering evidence regarding the effect of affective commitment to change on individual and collective change readiness among health-care staff, we may need to reorient our current strategies for managing change. We explore the opportunities to enhance affective commitment to change and, in turn, change readiness through adopting values-based approaches to designing and executing change proposals with clinicians and service users.
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While commitment to change is extremely important for companies, there has been a lack of consistency in research in defining the actual construct of commitment to change and in studying the extent to which vocational drivers may ...
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While commitment to change is extremely important for companies, there has been a lack of consistency in research in defining the actual construct of commitment to change and in studying the extent to which vocational drivers may have on commitment to change by employees. The study by Feng et al. (2020) reports on two pieces of research into employees' vocational commitment in a Chinese context using a longitudinal design methodology. The authors argue that commitment to change and organizational commitment are different constructs with distinct targets and mechanisms.
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External contextual factors, such as government regulations, have pushed organizations into change. As such, readiness for change rose as a key construct in order for organizations to respond quickly and successfully change. Howev...
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External contextual factors, such as government regulations, have pushed organizations into change. As such, readiness for change rose as a key construct in order for organizations to respond quickly and successfully change. However, there is a lack of empirical evidence on how readiness for change promotes changes in employee's behaviors. The present study tests part of the readiness for change model during the implementation of a new performance appraisal system in a public institution. Employee's affective commitment to change fully mediated the relationship between change appropriateness and both their level of individual change and turnover intentions. Employee's self-efficacy also reduced turnover intentions. These results bring salience to the importance of crafting a readiness for change message and the role played by employee's affective commitment to change. Practical implications for managers are also highlighted.
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Purpose This paper aims to conclude and provide a review of the current literature on a commitment to change (C2C). Detailed research is provided on the operationalization and conceptualization of C2C.Design/methodology/approach T...
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Purpose This paper aims to conclude and provide a review of the current literature on a commitment to change (C2C). Detailed research is provided on the operationalization and conceptualization of C2C.Design/methodology/approach The review is conducted based on 55 research papers published in different journals at different times in the past on C2C.Findings A complete framework from previous to latest literature has been depicted in the current paper on a C2C with their citation in the one study. Gaps that had not been addressed by previous authors are also highlighted to facilitate future researchers in regards to C2C. Especially in the context of quantitative studies gaps are highlighted in previous literature of C2C.Practical implications Future researchers can study the highlighted gaps with regards to C2C. Further it provides researchers a brief summary of 55 researches on C2C.
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Purpose 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 ...
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Purpose 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.Design/methodology/approach 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.Findings 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.Originality/value 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.
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In the current competitive environment, managing organizational change successfully requires comprehensive understanding of change management concepts and processes as well as the implied drivers behind them. Information technolog...
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In the current competitive environment, managing organizational change successfully requires comprehensive understanding of change management concepts and processes as well as the implied drivers behind them. Information technology (IT) field is not an exception; growing interest exists for understanding organizational change and change management in the IT industry. Fast-paced changes in today's IT and business environments are inevitable and the challenges associated with organizational changes are becoming more complex. This study aims to find at least partial answers to the question how employees'commitment to change and the implementation quality of a change process affect achieving the goals and succeeding in an organizational change initiative. The study is conducted in two parts in a Finnish IT company providing complex IT solutions and services. The first part, the pilot study, identifies factors hindering employees 'commitment to change. The pilot study is followed by a quantitative main study, which investigates the relationships between employees 'level of commitment during the different phases of a change project, the change process quality, the importance and realization level of the different goals set for the change project, and the final success of the change initiative. The results indicate that a strong, positive relationship exists between the change process quality and the level of employees 'commitment to change.
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The study attempts to address the gap of exploring the possible antecedents of employees' commitment to change and its three dimensions. The role of context factors - participation in decision making, quality of communication, tru...
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The study attempts to address the gap of exploring the possible antecedents of employees' commitment to change and its three dimensions. The role of context factors - participation in decision making, quality of communication, trust in management and history of change - are tested on overall commitment to change and also on its three dimensions - affective, continuance and normative commitment to change. Data were collected via survey from employees who have been part of major transformational changes such as restructuring, merger and acquisition from various organisations across manufacturing and IT sectors. A total of 305 responses were obtained and the hypothesised relationships were tested using multiple regression analysis. Among the context factors, participation in decision making was found to be a significant predictor, whereas quality of communication was found to be insignificant. Hence while implementing the change process, employees should be actively involved in it rather than being just informed.
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Purpose - The main aim of this study was to contribute to the change management literature by providing additional insight into how leadership encourages commitment to change. Design/methodology/approach - A sample of 135 employee...
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Purpose - The main aim of this study was to contribute to the change management literature by providing additional insight into how leadership encourages commitment to change. Design/methodology/approach - A sample of 135 employees of a reintegration company filled out a survey. Findings - Using structural equation modeling, the results showed that servant leadership and contingent reward leadership may contribute to a stronger sense of interactional justice, an optimistic attitude and commitment to change. Originality/value - This study contributes to the organizational change literature by providing a deeper insight into what aspect of leadership may be of essential importance for employees undergoing an organizational change process. It is the first study on the combined influence of servant leadership and contingent reward leadership in this process.
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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...
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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.
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