Process‐orientation versus outcome‐orientation during organizational change: the role of organizational identification

By Barbara van Knippenberg, Linda J. Martin, Tom Tyler. 2006

166 citations recorded by the source corpus.

Subfields: Management Information Systems, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/1da9fc29655d5d05b836a8bbb5a93d985868feb2

How researchers see this paper

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

In Management Information Systems

1. H. J. Walker
2. S. Harris
3. Hongwei He
4. Jeremy B. Bernerth

In Organizational Behavior and Human Resource Management

1. S. Harris
2. Hongwei He
3. Jeremy B. Bernerth
4. H. J. Walker
5. Andrew D. Brown
6. A. Armenakis
7. Gregory W. Stevens
8. A. Rafferty

Citations in the corpus

• Change fatigue: Development and initial validation of a new measure (2011, background): “In response to heightened pressures and challenges, organizations are increasingly engaging in change efforts (Hansson, Vingard, Arnetz, & Anderzen, 2008 ; Noblet, Rodwell, & McWilliams, 2006 ; van Knippenberg, Martin, & Tyler, 2006 ).”
• Organizational Identity and Organizational Identification (2013, background): “It has been shown that employees with higher OID are more likely to care about the change process, while employees with lower OID are more likely to care about the change outcomes (van Knippenberg et al., 2006).”
• The roles of employee job satisfaction and organizational commitment in the internal marketing-employee bank identification relationship (2016, background): “…change, employees who identify highly with an organization are more likely to focus on the change processes such procedures, voice, and participation options, in contrast to those who identify lowly with the organization, who focus more on salary and expenses (van Knippenberg et al., 2006).”