Knowledge management and resistance to change as moderators in the relationship between change management and job satisfaction

Shamshad Ahamed Shaik · Ankaiah Batta · Satyanarayana Parayitam

20 citations0/0 files storedJournal of Organizational Change Management

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

Abstract

Purpose This research aims to explore the effect of change management on job satisfaction. A conceptual model involving knowledge management and resistance to change as moderators tested the relationships in the context of a developing country, India. Design/methodology/approach Data from 413 respondents from four important sectors – healthcare, education, manufacturing and information technology – were collected from southern India. First, the psychometric properties of the survey instrument were checked, and then hypotheses were tested using Hayes's PROCESS macros. Findings The results indicate that change management significantly predicts employee productivity and job satisfaction. Further, employee productivity mediated the relationship between change management and job satisfaction. This study also found that the resistance to change (first moderator) and knowledge management (second moderator) interacted with change management to enhance employee productivity. Research limitations/implications This study has several contributions to the practitioners and academic scholars. The study has limitations, which are inherent in survey-based research, of common method bias and social desirability bias. However, the authors have taken adequate care to minimize these biases. Originality/value The three-way interaction (moderated moderated-mediation) tested in this research uniquely contributes to the literature on change management. To the best of the authors’ knowledge, this moderated moderated-mediation has been tested for the first time in the context of a developing country, India, and provides valuable insights into the practicing managers and change agents in bringing successful change in organizations.

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References

1981Evaluating Structural Equation Models with Unobservable Variables and Measurement Error 2003Common method biases in behavioral research: A critical review of the literature and recommended remedies.1988Structural equation modeling in practice: A review and recommended two-step approach.1992Alternative Ways of Assessing Model Fit 1994A Dynamic Theory of Organizational Knowledge Creation 2015Common Method Bias in PLS-SEM 2001The job satisfaction-job performance relationship: A qualitative and quantitative review.2009Leading change: why transformation efforts fail

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