Predictors and outcomes of openness to changes in a reorganizing workplace.

By Connie R. Wanberg, Joseph T. Banas. Journal of Applied Psychology, 2000

1,448 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/4c25b84c0e84b0c6f2ea07f134f5b06ff31ffdc4

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Citations in the corpus

Readiness for Organizational Change (2007, background): “Theoretically, variables were included because there appeared to be a theoretical relationship between a particular variable and readiness for change (e.g., Wanberg & Banas, 2000).”
Overcoming Resistance to Change and Enhancing Creative Performance (2014, background): “…and giving such that individuals who resist change do not think that they face the risks and uncertainty associated with creativity on their own, and, as such, they may be more likely to engage in creative efforts and more willing to participate in an organizational change (Wanberg & Banas, 2000).”
Adapting to change: The value of change information and meaning-making (2013, methodology): “Similarly, change information has been found to be predictive of higher openness to change (Wanberg & Banas, 2000) and less resistance to change (Oreg, 2006).”
A Longitudinal Investigation of Coping Processes During a Merger: Implications for Job Satisfaction and Organizational Identification (2006, background): “In the context of organizational change, Wanberg and Banas (2000) defined change-related self-efficacy as an employee’s perceived ability to function well on the job, despite the demands of a changing work environment.”
Employee Commitment in Times of Change: Assessing the Importance of Attitudes Toward Organizational Change † (2009, background): “& Welbourne, 1999; Vakola, Tsaousis, & Nikolaou, 2003; Wanberg & Banas, 2000).”
Managing Employee Withdrawal During Organizational Change (2012, background): “For instance, Wanberg and Banas (2000) claimed that situation factors are especially important elements for managing organizational change as they are more malleable than are personal dispositional characteristics.”
Antecedents and consequences of organisational silence: an empirical investigation (2005, background): “investigated the role of self esteem in expression of voice and concluded that individuals who have high self esteem, are more likely to express voice behaviour or be open to change according to Wanberg and Banas (2000)”
A communication model of employee cynicism toward organizational change (2008, background): “For example, the research conducted by Wanous et al. (2000) shows that cynicism about organizational change has little to do with the dispositional roots in one’s general negative affectivity, but is a learned response from experiences in the workplace.”
Whether highly curious students thrive academically depends on perceptions about the school learning environment: A study of Hong Kong adolescents (2007, background): “A few studies have shown that people who are curious and open to new ideas perform better in school and work settings (a) characterized by intellectual challenge and receptivity to new ideas, and (b) providing ample opportunities to develop knowledge and skills (Harms et al. 2006; Wanberg and Banas ”
Organizational Culture, Change and Emotions: A Qualitative Study (2009, background): “These include the perceived valence of the outcomes, the change processes that are used, the speed, timing and frequency of change, the nature of leadership and the employee’s personality and emotional intelligence (Wanberg and Banas, 2000; Jordan, 2005; Kiefer, 2005; Smollan, 2006).”
Individual Readiness for Organizational Change and Its Implications for Human Resource and Organization Development (2011, neutral): “…(M. Brown & Cregan, 2008; Devos, Buelens, & Bouckenooghe, 2007; Devos, Vanderheyden, & Van den Broeck, 2001; Reichers, Wanous, & Austin, 1997; Wanberg & Banas, 2000; Wanous, Reichers, & Austin, 2000), and sharing information about the changes (M. Brown & Cregan, 2008; Miller, Johnson, &…”
Multilevel Readiness to Organizational Change: A Conceptual Approach (2013, background): “…organization’s capability of implementing change, the meso level refers to a group’s capacity and decision to support change, and the micro level refers to the individual’s perception of change (Judge, Thoresen, Pucik, & Welbourne, 1999; Oreg, 2003; Vakola & Nikolaou, 2005; Wanberg & Banas, 2000).”
Investigating Factors that Influence Employees' Turnover Intention: A Review of Existing Empirical Works (2015, background): “…proven to be strongly associated with many dynamics related to change, such as openness to change, acceptance of change, cooperation with change, satisfaction with change (Blader & Tyler, 2005; Tyler & Blader, 2003; Wanberg & Banas, 2000) and individual response to change (Greenberg, 2001).”