Perceptions of organizational change: a stress and coping perspective.

By A. Rafferty, Mark A. Griffin. Journal of Applied Psychology, 2006

710 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/0eaacdb3b16c6bdefeba5818ce69453c8acafebb

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

1. Arnold B. Bakker
2. Wilmar B. Schaufeli
3. Evangelia Demerouti
4. Osman M. Karatepe
5. Machteld van den Heuvel
6. A. Rafferty
7. A. Armenakis
8. Hans De Witte

In Social Psychology

1. Wilmar B. Schaufeli
2. Arnold B. Bakker
3. Evangelia Demerouti
4. Machteld van den Heuvel
5. Marisa Salanova
6. Toon W. Taris
7. S. Rothmann
8. Sabine Sonnentag

Citations in the corpus

• Does meaning‐making help during organizational change? Development and validation of a new scale (2009, background): “In the same line, previous studies showed that understanding the change is important for successful organizational change (Rafferty and Griffin, 2006; Weber and Manning, 2001; Weick, 1995).”
• The Impact of Change Process and Context on Change Reactions and Turnover During a Merger (2010, background): “Both job satisfaction and turnover intentions are important indicators of employees’ adjustment to organizational change (e.g., Amiot et al., 2006; Rafferty & Griffin, 2006).”
• The Role of Perceived Organizational Support in Individual Change Readiness (2019, background): “Nonlinear effect of POS on trust. management processes are highly influential in creating individual readiness for change (Armenakis & Harris, 2002; Rafferty & Griffin, 2006).”
• Causes of stress before, during and after organizational change: a qualitative study (2015, background): “Studies of change in the public sector (e.g. Fugate et al., 2012; Mak and Mueller, 2000; Paulsen et al., 2005; Rafferty and Griffin, 2006), as they do elsewhere, reveal that uncertainty and in particular, job insecurity, are inherent features of many types of change.”
• Personal Resources and Work Engagement in the Face of Change (2010, background): “Many organizational change studies include attitudinal constructs such as resistance or willingness to change (e.g. Metselaar, 1997; Rafferty & Griffin, 2006; Van Dam, Oreg, & Schyns, 2007).”
• Transformational leadership, relationship quality, and employee performance during continuous incremental organizational change (2013, methodology): “When changes are frequent, employees are less likely to perceive change events as discrete (Rafferty & Griffin, 2006 ).”
• Reflections: our Journey in Organizational Change Research and Practice (2009, background): “Rafferty and Griffin (2006) have provided empirical support that systematically planning change reduces change recipient uncertainty.”
• Managing Employee Withdrawal During Organizational Change (2012, background): “Reductions in uncertainty are associated with more positive employee perceptions and behaviors (Lind & Van den Bos, 2002) and improve employee reactions and change-related outcomes (e.g., Rafferty & Griffin, 2006).”
• Change Readiness (2013, background): “…change captures individuals’ perceptions of what has changed in their workplace and has been operationalized in a number of different ways, including whether change is “transformational” versus “incremental” (e.g., Rafferty & Griffin, 2006) or “helpful” versus “problematic” (Caldwell et al., 2004).”
• MODELING HOW TO GROW: AN INDUCTIVE EXAMINATION OF HUMBLE LEADER BEHAVIORS, CONTINGENCIES, AND OUTCOMES (2012, background): “…perspectives: developmental, servant, participative, and shared leadership.15 By definition, developmental leaders are those who “advise staff on their careers, carefully observe and record followers’ progress and encourage staff to attend technical courses” (Rafferty & Griffin, 2006: 39).”