Commitment to Change: Contributions to Trust in the Supervisor and Work Outcomes

By P. Neves, António Caetano. 2009

169 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/346beb460465f600d1610ca01dc25c506d6143b7

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. P. Bordia
2. S. Restubog
3. N. Jimmieson
4. P. Neves
5. P. Almeida
6. M. Velez
7. Philipp Daniel Romeike
8. Noor Azmi bin Mohamad

In Sociology and Political Science

1. S. Restubog
2. P. Bordia
3. P. Almeida
4. M. Velez
5. P. Neves
6. Rosalind Searle
7. N. Jimmieson
8. Gerhard Schewe

Citations in the corpus

• Leadership Styles in Relation to Employees’ Trust and Organizational Change Capacity (2016, background): “Past research demonstrates that trust in leadership is an important element for organizational change (Smollan, 2013), and might be as a consequence or a predecessor of the relationship at work (Neves & Caetano, 2009; Saunders & Thornhill, 2003).”
• Haunted by the Past: Effects of Poor Change Management History on Employee Attitudes and Turnover (2007, background): “Although there is considerable research on the effects of, and the need for, trust in the context of organizational change (DiFonzo & Bordia, 1998; Spreitzer & Mishra, 2002), there is less attention devoted to change-related antecedents of trust (Neves & Caetano, 2009).”
• Reducing intentions to resist future change: Combined effects of commitment‐based HR practices and ethical leadership (2018, methodology): “…have been commonly used in the study of organizations (i.e., narratives), and specifically in change management research, precisely due to the inherent difficulties of studying organizations as they prepare/go through such a sensitive period (Herscovitch & Meyer, 2002; Neves & Caetano, 2009).”
• A qualitative meta-analysis of trust in supervisor-subordinate relationships (2015, background): “Subordinates with higher commitment to organisational change are more likely to trust a new supervisor (Neves and Caetano, 2009), but only affective commitment to change seems to be related to trust towards the supervisor.”
• Readiness for Change: Contributions for Employee's Level of Individual Change and Turnover Intentions (2009, background): “, 1996 ; Meyer and Allen 1997 ; Neves and Caetano, in press ).”