Predicting openness and commitment to change

By Anuradha Chawla, E. Kevin Kelloway. 2004

270 citations recorded by the source corpus.

Subfields: Communication, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/5ede3e561edc74631ecbdd3f84ec9a73146db7c7

How researchers see this paper

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

In Communication

In Organizational Behavior and Human Resource Management

Citations in the corpus

Minds, Hearts and Deeds: Cognitive, Affective and Behavioural Responses to Change (2006, background): “Chawla and Kelloway (2004) found trust to be related to procedural and informational justice during a merger.”
Considerations of emotional intelligence (EI) in dealing with change decision management (2006, background): “The threat to the status quo evokes defenses from the recipients that can jeopardize not only the successful transformation (Chawla and Kelloway, 2004), but can also aggravate any pre-existing organizational disharmony.”
Change process characteristics and resistance to organisational change: The role of employee perceptions of justice (2015, background): “This outcome lends strong support for procedural and informational justice being responsible for the effects of participation on resistance (Chawla and Kelloway, 2004; Kernan and Hanges, 2002; Shafiro et al., 2007).”
Commitment to Change: Contributions to Trust in the Supervisor and Work Outcomes (2009, result): “Consistent with our results, Chawla and Kelloway (2004) also found that increased participation during a large-scale change intervention, which reflected higher levels of employee affective commitment to change, increased trust in management.”
Employee justice perceptions and coworker relationships (2008, background): “Procedural justice is also considered to be a key factor for effective organizational change efforts ( Chawla and Kelloway, 2004”
Utilizing the Theory of Planned Behavior to Inform Change Management (2008, background): “Chawla and Kelloway (2004) also highlighted that resistance to change has both attitudinal and behavioral components, whereby resistant attitudes—or the psychological rejection of a proposed change—precede unsupportive behaviors.”
Psychological contract assessment after a major organizational change (2006, background): “Such examples include the limited or superficial communication related to the necessity and importance of the MorA (Chawla and Kelloway, 2004; Demers et al., 2003; Lesowitz and Knauff, 2003; Schweiger and DeNisi, 1991), the lack of justice and trustworthiness on behalf of organizational agents (Nika”
A trust‐based approach to promote employees' openness to organizational change in Turkey (2008, background): “Recent research has revealed that information sharing and communication decrease uncertainty about change (Chawla and Kelloway, 2004).”
The moderating role of employability in the association between job insecurity and exit, voice, loyalty and neglect (2010, background): “If organizations realize that organizational engagement diminishes during times of turbulence, they may see it as important to re-evaluate how organizational changes are made and, depending on the circumstances, place a greater emphasis on participative justice (Chawla and Kelloway, 2004; Sverke et ”