Social Exchange Processes in Organizational Change: The Roles of Trust and Control

By P. Neves, António Caetano. 2006

156 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/6da0c9f24fad5ab8208b684e390b763f121d5a7b

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In Organizational Behavior and Human Resource Management

In Sociology and Political Science

Citations in the corpus

Managing Employee Withdrawal During Organizational Change (2012, background): “…can draw from the vast literatures and practices that outline ways to modify individual self-efficacy (e.g., Bandura, 1977), change-related attitudes (e.g., Vakola, Tsaousis, & Nikolaou, 2004), and perceived control (e.g., Neves & Caetano, 2006), to enhance employees’ positive change orientation.”
The Role of Perceived Organizational Support in Individual Change Readiness (2019, background): “Perhaps more importantly, within an organizational change context, trust has been linked to commitment to change (Neves & Caetano, 2006).”
Longitudinal associations between employees’ beliefs about the quality of the change management process, affective commitment to change and psychological empowerment (2016, background): “Among the factors found to be positively associated with ACC in cross-sectional studies are trust in management and supervisor (Michaelis et al., 2009; Neves and Caetano, 2006), participation in decision making with regard to the change (Cook et al.”
The impact of feedback from job and task autonomy in the relationship between dispositional resistance to change and innovative work behaviour (2013, background): “This means that high RTC employees will believe the outcomes associated to their actions—such as a better adaptation to the occurring change—are more predictable under conditions of high rather than low job autonomy (Neves & Caetano, 2006 ) and that they are bound to depend on their own efforts and”
In justice we trust: Exploring knowledge-sharing continuance intentions in virtual communities of practice (2010, background): “Some studies have identified a positive association between interpersonal justice and trust (Kernan & Hanges, 2002; Neves & Caetano, 2006).”
Commitment to Change: Contributions to Trust in the Supervisor and Work Outcomes (2009, background): “Several studies have revealed significant positive relationships between trust in the supervisor and several work outcomes, such as performance, citizenship behaviors, and job satisfaction (e.g., Aryee, Budhwar, & Chen, 2002; J. B. Cunningham & MacGregor, 2000; Neves & Caetano, 2006).”
Readiness for Change: Contributions for Employee's Level of Individual Change and Turnover Intentions (2009, methodology): “, 1999 ; Neves and Caetano, 2006 ; Cunningham, 2006 ; Self et al.”