The reasons behind change recipients’ behavioral reactions: a longitudinal investigation

Maria Vakola

56 citations0/0 files storedJournal of Managerial Psychology

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

Abstract

Purpose – At the heart of organizational change lies the extent to which individuals cope with the uncertainties and complexities that change introduces into their work lives. The purpose of this paper is to analyze the behavioral reactions of employees to change and their associated reasons for or against a large-scale technological change implemented in a bank. Design/methodology/approach – A total of 146 bank employees located in 40 bank branches participated two times in providing critical incidents regarding their initial and midcourse reactions to this change. Findings – Results showed that anticipated benefits associated with change initiate positive reactions to change. These reactions are maintained positive due to supervisory support. Resistance is activated by perceived high cost-low benefit change at hand and it is shifted to active support when there is open communication and supervisory support. Originality/value – Until now the majority of research studies on reactions to change do not investigate the duration and/or continuity of a behavior, assuming that once the reasons behind and the behaviors are formulated these will persist over time.

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References

1980Understanding Attitudes and Predicting Social Behavior 2007A New Model of Work Role Performance: Positive Behavior in Uncertain and Interdependent Contexts 1993Creating Readiness for Organizational Change 2002Commitment to organizational change: Extension of a three-component model.1981An Empirical Assessment of Organizational Commitment and Organizational Effectiveness 1980Intraorganizational influence tactics: Explorations in getting one's way.2000Predictors and outcomes of openness to changes in a reorganizing workplace.1999Managerial coping with organizational change: A dispositional perspective.

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2020Work Engagement and Job Crafting as Conditions of Ambivalent Employees’ Adaptation to Organizational Change 2019Spiraling work engagement and change appraisals: A three-wave longitudinal study during organizational change.2025Strategic human resource management in the digital economy era: an empirical study of challenges and opportunities among MSMEs and startups in Indonesia 2018FOLLOWERSHIP MODERATION BETWEEN THE RELATIONSHIP OF TRANSACTIONAL LEADERSHIP STYLE AND EMPLOYEES REACTIONS TOWARDS ORGANIZATIONAL CHANGE

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