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What's a good reason to change? Motivated reasoning and social accounts in promoting organizational change.

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References

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1996The loyalty effect: The hidden force behind growth, profits, and lasting value1,430 cited
1996Organizational Responses to Crisis: The Centrality of Trust1,231 cited

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1993Managing Transitions: Making the Most of Change1,150 cited

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2002Survivor reactions to reorganization: Antecedents and consequences of procedural, interpersonal, and informational justice.352 cited
2008Want to, need to, ought to: employee commitment to organizational change351 cited
2019Bridging transformational leadership, transparent communication, and employee openness to change: The mediating role of trust348 cited
2008Employee resistance to organizational change: Managerial influence tactics and leader-member exchange.336 cited
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2002To stay or to go: voluntary survivor turnover following an organizational downsizing308 cited
2002Managing Business-to-Business Customer Relationships following Key Contact Employee Turnover in a Vendor Firm304 cited
2009Bridging the Rigour–Relevance Gap in Management Research: It's Already Happening!303 cited
2003Developing and Testing a Model to Predict Outcomes of Organizational Change298 cited
2007Contribution of Content, Context, and Process to Understanding Openness to Organizational Change: Two Experimental Simulation Studies279 cited
2004Co‐worker trust as a social catalyst for constructive employee attitudes265 cited
2009Organizational change: Motivation, communication, and leadership effectiveness262 cited