Articlegreen2013

How psychological resources facilitate adaptation to organizational change

Machteld van den Heuvel · Evangelia Demerouti · Arnold B. Bakker

70 citations0/0 files storedEuropean Journal of Work and Organizational Psychology

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Job Satisfaction and Organizational Behavior Organizational Change and Leadership Organizational Management and Change

Abstract

The purpose of this 1-year follow-up study among 580 police officers is to investigate whether identity-related resources are positively related to adaptive behaviour during times of organizational change. Combining the social identity perspective with resources theories, we hypothesized that leader–member exchange (LMX) and personal resources (meaning-making and organization-based self-esteem) are positively related over time. In addition, we hypothesized that resources captured before change implementation, show a positive relationship with adaptivity captured during change. Structural equation modelling analyses showed that LMX and personal resources were positively related. Further, all T1 resources were positively related to T2 adaptivity. The study emphasizes the importance of managing identity-related resources during turbulent times, in order to foster behavioural adaptation to change.

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References

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Cited by

2016On the Association between Perceived Overqualification and Adaptive Behavior 2016Giving and Making Sense About Change: The Back and Forth Between Leaders and Employees 2021Revisiting research on attitudes toward organizational change: Bibliometric analysis and content facet analysis 2020Change Engagement, Change Resources, and Change Demands: A Model for Positive Employee Orientations to Organizational Change 2023The Role of Leadership in Managing Change 2020Employee championing behavior in the context of organizational change: a proposed framework for the business organizations in Bangladesh

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