A communication model of employee cynicism toward organizational change

Abstract

Purpose The study was designed to generate and test a model of employee cynicism toward organizational change from the communication perspective in a higher education institution. Design/methodology/approach Using the theoretical framework of social information processing (SIP), the study investigated the communication processes in the social context, which contributed to employee cynicism toward organizational change in the higher education setting. Path analysis was used to test the overall model fit. Findings The findings suggest that the three variables, perceived quality of information, cynicism of colleagues, and trust in the administration, predict change‐specific cynicism, which, in turn, lead to intention to resist change. Research limitations/implications As an initial attempt to explain employee cynicism toward organizational change in higher education settings, this model inevitably has loose ends. Further research is needed to expand the model from a communication perspective. Practical implications The research provided administrators with strategies and advices to cope with employee cynicism during organizational change. Originality/value This is the first known study to examine the concept of change‐specific cynicism within the theoretical framework of SIP. It points to a new direction which warrants the attention of communication scholars.

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