A stress and coping approach to organisational change: Evidence from three field studies

By D. Terry, N. Jimmieson. 2003

111 citations recorded by the source corpus.

Subfields: General Health Professions, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/2f6380b22a0b9bb97dd24cc504235c35ce23d9de

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In General Health Professions

In Organizational Behavior and Human Resource Management

Citations in the corpus

Toward a Theory of Change Readiness (2008, background): “…organizational change, including a perceived need for change, self-efficacy, perceived behavioral control, active participation in the change process, and decisional latitude and balance (Ajzen, 1991; Armenakis et al., 1993; Cunningham et al., 2002; Prochaska et al., 1997; Terry & Jimmieson, 2003).”
Utilizing the Theory of Planned Behavior to Inform Change Management (2008, result): “…ways (i.e., perceived behavioral control) is consistent with studies that have shown that perceptions (or appraisals) of control are influential in helping employees to cope and adjust during times of organizational change (e.g., Terry & Jimmieson, 2003; see also Sutton & Kahn, 1986).”
Job uncertainty and personal control during downsizing: A comparison of survivors and victims (2005, background): “…contexts suggests that job uncertainty is linked to higher levels of employee stress and strain, reduced job satisfaction and job commitment, and an increased desire to leave the organization (Ashford, 1988; Ashford et al., 1989; Matteson & Ivancevich, 1990; Pollard, 2001; Terry & Jimmieson, 2003).”
Organisational change and employee burnout: The moderating effects of support and job control (2017, background): “Consequently, it is not surprising that organisational change can have a negative impact on employee psychological well-being (Bourbonnais et al., 2005; Greenglass et al., 2002; Terry and Jimmieson, 2003).”
A Longitudinal Investigation of Coping Processes During a Merger: Implications for Job Satisfaction and Organizational Identification (2006, background): “The primary aim of this article is to outline a stress and coping model of employee adjustment to organizational change (see also Terry & Jimmieson, 2003) and to test, in a longitudinal manner, the applicability of these coping processes throughout an organizational merger.”