Employees' perceptions of organizational restructuring: The role of social support

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Participants' accounts of a stress management intervention (2007, background): “…delivery of the intervention itself, and ii) by having a direct impact upon the working conditions targeted by the intervention (Cox et al., 2000; Griffiths, 1999; Kompier & Kristensen, 2000; Landsbergis & Vivona-Vaughan, 1995; Mikkelsen et al., 2000; Parkes & Sparkes, 1998; Swanson & Power, 2001).”
Organizational change in the public sector: Augmenting the demand control model to predict employee outcomes under New Public Management (2006, background): “The predictive capacity of work support adds weight to a growing number of studies that have shown strong associations between the advice, assistance, and feedback received from colleagues and supervisors and employee well-being (eg, De Lange et al, 2004; Leong, Furnham, & Cooper, 1996 ; Swanson & ”
Organisational change and employee burnout: The moderating effects of support and job control (2017, background): “In a study of employees at a UK public utility plant, low levels of support from managers and colleagues were associated with higher levels of role conflict, role overload, and role ambiguity during organisational change (Swanson and Power, 2001).”