How communication climate and organizational identification impact change

Marlene S. Neill · Linjuan Rita Men · Cen April Yue

84 citations0/0 files storedCorporate Communications An International Journal

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

Abstract

Purpose The purpose of this paper is to examine why and how an open and participative communication climate matters for employee organizational identification and their change-specific responses, specifically employees’ attitudinal and behavioral reactions. Design/methodology/approach To test the hypothesized model, the authors conducted an online survey using a stratified and quota random sample of 1,034 US employees working in diverse industry sectors in June of 2018, with the assistance of a premier global provider of survey services, Survey Sampling International. To test the hypothesized model, structural equation modeling analysis was employed using AMOS 24.0 software. Findings An open and participative communication climate directly contributes to employee affective commitment to change and behavioral support. Communication climate featured by openness and participation boosts employee identification with the organization, which leads to positive employee reaction to change. When employees identify with the organization, they tend to believe in the inherent value of the change and are more likely to support the change initiative in action through cooperation and championship. Originality/value Theoretically, the study contributes to the change management and communication literature by focusing on the role of communication climate in inducing employee reaction to organizational change. Practically, the study offers insights for change managers, internal communication professionals and organizational leaders. Organizational leaders need to be open, create a trusting atmosphere and actively involve employees in the decision-making process. Organizational leaders and communicators should also strive to boost employee identification with the organization, especially during change.

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References

1995An Integrative Model Of Organizational Trust 2004The Social Identity Theory of Intergroup Behavior 1991A three-component conceptualization of organizational commitment 1989Social Identity Theory and the Organization 1994Organizational Images and Member Identification 2009Leading change: why transformation efforts fail 1996The Management of Customer-Contact Service Employees: An Empirical Investigation 2000Rethinking Resistance and Recognizing Ambivalence: A Multidimensional View of Attitudes Toward an Organizational Change

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