The role of organizational politics, contextual resources, and formal communication on change recipients' commitment to change: A multilevel study

Abstract

Over the past decade there has been an increased interest in studying the factors that affect people's commitment to change. Drawing from the Job Demands–Resources model, in this enquiry we explored the moderating role of two contextual resources (i.e., trust in top management, history of change) and formal communication in the relationship between perceived organizational politics and commitment to change. Data were collected from 2543 employees of 84 companies representing a wide variety of industry sectors. In a first survey we collected data about the work context. Two weeks after the first survey, in a second survey we captured data on people's commitment to change. Hierarchical Linear Modeling (HLM) was used to analyse the multilevel character of the data. Consonant with our hypotheses, the findings indicate that the negative relationship between perceived organizational politics and commitment to change is moderated by “trust in top management”, “history of change”, and “formal communication”. As a group the Level 2 predictors account for 18%, 2.5%, and 10%, respectively, of the between-unit variance in continuance, normative, and affective commitment for change.

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