The relationships among commitment to change,coping with change, and turnover intentions

By George B. Cunningham. 2006

223 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/38616d980beab3047026be2c5265ae92e49622a9

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In Organizational Behavior and Human Resource Management

Citations in the corpus

Organizational Culture, Change and Emotions: A Qualitative Study (2009, background): “Affective commitment to change occurs when employees want to remain in the organization and support its change efforts (Herscovitch and Meyer, 2002; Cunningham, 2006) but there appears to be little research into the relationship between affective commitment to a culture (Branson, 2008) and…”
How Does Authentic Leadership Influence Planned Organizational Change? The Role of Employees’ Perceptions: Integration of Theory of Planned Behavior and Lewin's Three Step Model (2017, background): “thus showing that, overall, employees ‘agreed’ to readiness for change and their likely support for andcommitment to change; these results are in linewith the literature onemployees tested on the same variables (Cunningham, 2006; van der Voet, Steijn, & Kuipers, 2016).”
Change Recipients’ Reactions to Organizational Change (2011, background): “…such as “not at all stressful” to “extremely stressful” and “not at all upsetting” to “extremely upsetting” Cartwright and Cooper (1993) Potential sources of stress “Role ambiguity,” “work overload” G. B. Cunningham (2006) Normative commitment to changea Used the Herscovitch and Meyer scale.”
Readiness for Change: Contributions for Employee's Level of Individual Change and Turnover Intentions (2009, methodology): “It has been related to employee’s individual support for the change initiative (Herscovitch and Meyer, 2002), perceptions of coping with the change process (Cunningham, 2006) and work outcomes (Neves and Caetano, in press).”
Affective Commitment to Change and Innovation Implementation Behavior: The Role of Charismatic Leadership and Employees’ Trust in Top Management (2009, result): “A RMSEA below 0.08 and a CFI above 0.09 (DiLalla et al., 2000; Cunningham, 2006) indicate that the specified model fits well with the observed data.”
Commitment to Organizational Change: A Critical Review (2010, methodology): “, 2007) and a greater ability to cope with the change (Cunningham, 2006), and again results have been supportive.”
Turnover intentions: Do leadership behaviors and satisfaction with the leader matter? (2011, background): “Within the sphere of organizational change, Cunningham (2006)”
Positioning Change Recipients’ Attitudes Toward Change in the Organizational Change Literature (2010, background): “Many of the recent studies on commitment to change (Chen & Wang, 2007; G. B. Cunningham, 2006; Meyer, Srinivas, Lal, & Topolnytsky, 2007) are inspired by Herscovitch and Meyer’s (2002) work.”
The Impact of Change Process and Context on Change Reactions and Turnover During a Merger (2010, unknown): “…from Rafferty, Restubog / Change Process and Context During a Merger 7 developing employee support for change initiatives (Armenakis et al., 1999; Bernerth, Armenakis, Feild, & Walker, 2007; Cunningham, 2006; Fedor, Caldwell, & Herold, 2006; Meyer, Srinivas, Lal, & Topolnytsky, 2007).”
Commitment to Change: Contributions to Trust in the Supervisor and Work Outcomes (2009, background): “Nonetheless, only one study examined commitment to change (G. B. Cunningham, 2006).”
Active on the Job—Proactive in Change (2007, background): “…beliefs and behaviors as adaptivity (Griffin, Neal, & Parker, 2007), program commitment (Jansen, 2004; Neubert & Cady, 2001), commitment to change (Cunningham, 2006), openness to change (Wanberg & Banas, 2000), readiness to change (Armenakis, Harris, & Mossholder, 1993), and change-oriented…”