Change Recipients’ Reactions to Organizational Change

By Shaul Oreg, Maria Vakola, A. Armenakis. 2011

976 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Radiological and Ultrasound Technology

View Paper: https://www.semanticscholar.org/paper/602e0fefafcf92502c1d137348c943876cc911e2

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In Organizational Behavior and Human Resource Management

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Citations in the corpus

Making Change Happen (2013, methodology): “Our choice of task and relational context is informed by research examining reactions to change (see Oreg et al., 2011, for a review).”
Cognitive beliefs and positive emotions about change: Relationships with employee change readiness and change-supportive behaviors (2018, background): “(1993) have argued that “readiness is the cognitive (italics in original) precursor of the behaviors of either resistance to, or support for, a change effort”, relatively little empirical evidence supports this statement (Oreg et al., 2011).”
Fostering task and adaptive performance through employee well-being: The role of servant leadership (2020, background): “…organization, team composition, and in the content of one’s job typically disrupt day-to-day activities at work, such changes at work are likely to impact not only employees’ well-being but also their behaviors, manifested for instance as lower performance (Oreg et al., 2011; Schraub et al., 2011).”
The Effect of Transformational Leadership on Employees During Organizational Change – An Empirical Analysis (2019, background): “found impact (e.g. Bormann & Rowold, 2016; Oreg et al., 2011; Self, Armenakis, & Schraeder, 2007), as it is them who put planned changes into action and respond to”
Toward a Process-Based Approach of Conceptualizing Change Readiness (2013, background): “As the previous discussion has illustrated, the concept of change readiness suffers from the lack of a clear and defined content domain (cf. Oreg et al., 2011), which may be viewed as a necessary prerequisite to the concept’s sound operationalization and measurement.”
The effects of technostress and switching stress on discontinued use of social networking services: a study of Facebook use (2015, neutral): “Changing one’s behaviour causes a wide range of different consequences that are either perceived as positive or negative by the individual (Oreg et al., 2011).”
The Origins of Lewin’s Three-Step Model of Change (2020, background): “So influential and effective has this approach to change proved that when Oreg, Vakola, and Armenakis (2011) undertook a meta-analysis of 60 years of the change literature, they found that participation is one of the most effective methods for ensuring the success of change initiatives.”
Linking perceived management support with employees’ readiness for change: the mediating role of psychological capital (2017, background): “In 2011, Oreg, Vakola and Armenakis suggested that relationships between antecedents and outcomes with respect to readiness for change are likely to be more complex and layered than extant research suggested (Oreg et al., 2011).”
Transformational leadership, relationship quality, and employee performance during continuous incremental organizational change (2013, methodology): “Nearly all of the change studies included in the review of Oreg et al. (2011) used self-report, same-source performance assessments (i.e., assessed by employees themselves).”
Adapting to change: The value of change information and meaning-making (2013, positive): “Recently, researchers focus not only on (overcoming) change resistance, but also on adaptive attitudes such as: willingness, openness, and readiness to change (Oreg, Vakola, & Armenakis, 2011).”
Transformational Leadership and Employees’ Reactions to Organizational Change: Evidence From a Meta-Analysis (2020, background): “…evaluative judgments of a change initiative implemented by their organization (Lines, 2005), which are composed of a set of subconstructs such as commitment to change, openness to change, readiness for change, support for change, resistance to change, and cynicism about change (Oreg et al., 2011).”