Change-Supportive Employee Behavior: Antecedents and the Moderating Role of Time

166 citations recorded by the source corpus.

How researchers see this paper

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

The Effect of Transformational Leadership on Employees During Organizational Change – An Empirical Analysis (2019, background): “Kim et al. (2010) linked valence with change-supportive employee behaviour, emphasizing its importance during change and leading to the conclusion that valence can also elicit championing behaviour – that is, ‘demonstrating extreme enthusiasm for a change by going above and beyond what is formally…”
Longitudinal associations between employees’ beliefs about the quality of the change management process, affective commitment to change and psychological empowerment (2016, background): “Importantly, as changes become more complex and continuous, it becomes increasingly important to use multiwave longitudinal designs with appropriate statistical controls to clarify the finer grained processes by which employees’ reactions evolve over time (e.g. Kim et al., 2011).”
Transformational leadership, relationship quality, and employee performance during continuous incremental organizational change (2013, background): “Incorporating a longitudinal design could help establish causal direction and address the role of time as organizational change progresses (cf. Kim et al., 2011; Pettigrew, Woodman, & Cameron, 2001).”