Managing Employee Withdrawal During Organizational Change

By Mel Fugate, Gregory E. Prussia, A. Kinicki. 2012

269 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/603336aa7f6c0976c67e9fc689f39519c4ece4ee

How researchers see this paper

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

In General Health Professions

1. Roy K. Smollan
2. Osman M. Karatepe
3. Olusegun A. Olugbade

In Organizational Behavior and Human Resource Management

1. Roy K. Smollan
2. Joanna Georgalis
3. Ramanie Samaratunge
4. Osman M. Karatepe
5. Ying Lu
6. N. Kimberley
7. A. Grobelna
8. Olusegun A. Olugbade

Citations in the corpus

• Change process characteristics and resistance to organisational change: The role of employee perceptions of justice (2015, background): “Clearly, employees are critically important to change initiatives because they are either the change implementers or change recipients, and therefore their commitment to a large extent determines the ultimate success of these initiatives (Fugate et al., 2012).”
• Causes of stress before, during and after organizational change: a qualitative study (2015, background): “, 2005), and perceptions of injustice (Fugate et al., 2012; Smollan, 2012).”
• High‐performance work practices, work social support and their effects on job embeddedness and turnover intentions (2013, background): “Intention to leave the organization that represents cognitive withdrawal is also costly for employers (Fugate et al., 2012).”