Psychological processes linking organizational commitment and change-supportive intentions

DC FieldValueLanguage
dc.contributor.authorStraatmann, Tammo
dc.contributor.authorNolte, Janna K.
dc.contributor.authorSeggewiss, Britta J.
dc.date.accessioned2021-12-23T16:12:17Z-
dc.date.available2021-12-23T16:12:17Z-
dc.date.issued2018
dc.identifier.issn00483486
dc.identifier.urihttps://osnascholar.ub.uni-osnabrueck.de/handle/unios/10139-
dc.description.abstractPurpose With employees' support of organizational changes being vital for today's organizations, the purpose of this paper is to enhance the understanding of how organizational commitment is linked to change-supportive intentions. Based on the theory of planned behavior (TPB, Ajzen, 1991), mediated effects of affective organizational commitment were empirically tested to explore the underlying psychological processes. Design/methodology/approach The study was conducted in the context of a complex change process at a production facility of a large international manufacturing company (n=667). Data from the change survey were analyzed employing Hayes' (2012) PROCESS macro. Findings The results showed that organizational commitment relates to change-supportive intentions directly and, as suggested by the TPB, its effects are mediated via change-related attitudes, subjective norms, and perceived behavioral control. Furthermore, results suggest additional effects of change recipients' age and occupational status. Practical implications Employing the TPB offers specific insights for tailored interventions to create conditions facilitating organizational changes. The results indicate that commitment lays the ground for employees' change reactions. Moreover, the psychological processes suggested by the TPB serve as additional levers for explaining change-supportive intentions. Originality/value The study provides valuable information on the relationship between commitment and change-supportive intentions. Specifically, affective organizational commitment is shown to be an important resource in times of change, as it relates to more positive psychological reactions to change.
dc.language.isoen
dc.publisherEMERALD GROUP PUBLISHING LTD
dc.relation.ispartofPERSONNEL REVIEW
dc.subjectANTECEDENTS
dc.subjectBusiness & Economics
dc.subjectChange readiness
dc.subjectChange-supportive intentions
dc.subjectCommitment
dc.subjectCONSEQUENCES
dc.subjectCONTINUANCE
dc.subjectEMPIRICAL-TEST
dc.subjectEMPLOYEE COMMITMENT
dc.subjectIndustrial Relations & Labor
dc.subjectManagement
dc.subjectMEASUREMENT INVARIANCE
dc.subjectNORMATIVE COMMITMENT
dc.subjectOrganizational change
dc.subjectPLANNED BEHAVIOR
dc.subjectPsychology
dc.subjectPsychology, Applied
dc.subjectQuantitative
dc.subjectREADINESS
dc.subjectRESISTANCE
dc.subjectTheory of planned behaviour
dc.titlePsychological processes linking organizational commitment and change-supportive intentions
dc.typejournal article
dc.identifier.doi10.1108/PR-09-2016-0230
dc.identifier.isiISI:000426532600007
dc.description.volume47
dc.description.issue2
dc.description.startpage403
dc.description.endpage424
dc.identifier.eissn17586933
dc.publisher.placeHOWARD HOUSE, WAGON LANE, BINGLEY BD16 1WA, W YORKSHIRE, ENGLAND
dcterms.isPartOf.abbreviationPers. Rev.
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