Employee commitment and support for an organizational change: Test of the three-component model in two cultures

By John P. Meyer, E. S. Srinivas, Jaydeep Bihari Lal, Laryssa Topolnytsky. 2007

310 citations recorded by the source corpus.

Subfields: Demography, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/6bb0ee84a506b119421e248de4b977c1e416e756

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In Demography

In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

Resistance, justice, and commitment to change (2010, result): “As in previous research (e.g., Herscovitch & Meyer, 2002; Meyer et al., 2007), affective commitment to change revealed strong correlations and strong item loadings.”
Longitudinal associations between employees’ beliefs about the quality of the change management process, affective commitment to change and psychological empowerment (2016, methodology): “For example, when change is believed to be necessary but not legitimate, it might undermine ACC, while also leading to the development of CCC. Meyer et al. (2007) found that CCC was positively related to ‘mere compliance’ (i.e. doing what is asked but nothing more).”
Resources for change: The relationships of organizational inducements and psychological resilience to employees' attitudes and behaviors toward organizational change. (2012, result): “This research, along with findings from several prior studies (Herscovitch & Meyer, 2002; Meyer et al., 2007), highlights the significant effect of employees’ commitment to change on key discretionary behaviors that can help facilitate effective change implementation.”
How Does Authentic Leadership Influence Planned Organizational Change? The Role of Employees’ Perceptions: Integration of Theory of Planned Behavior and Lewin's Three Step Model (2017, background): “Therefore, based on the findings of Herscovitch and Meyer (2002) and Meyer et al. (2007) and responding to call for research in non-North American/Asian/Pakistani context (Baraldi et al., 2010; Bouckenooghe et al., 2015; Kalyal et al., 2010; Santhidran et al., 2013) and linking TPB with commitment…”
Change-Supportive Employee Behavior: Antecedents and the Moderating Role of Time (2011, background): “Conversely, change-supportive employee attitudes and behaviors represent organizationally desirable outcomes, which are examined as dependent variables (e.g., Elias, 2009; Meyer et al., 2007).”
The limitations of dispositional resistance in relation to organizational change (2013, background): “Such commitment can be divided into three distinct types: affective, normative, and continuance (Herscovitch and Meyer, 2002; Meyer et al., 2007).”
The Impact of Change Process and Context on Change Reactions and Turnover During a Merger (2010, background): “Indeed, affective commitment to change has been found to be positively associated with cooperation and championing of change efforts (Herscovitch & Meyer, 2002; Meyer et al., 2007) and has implications for employees’ reactions throughout the change process (Armstrong-Stassen, 2004).”