Want to, need to, ought to: employee commitment to organizational change

By Jane Parish, Susan Cadwallader, P. Busch. 2008

376 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/704249c559f004cff86c3c37ea20c0f3d9a8be91

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In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

Commitment to Organizational Change: A Critical Review (2010, background): “, 2008 ) using the Herscovitch/Meyer multidimensional approach.”
Building Employee Commitment to Change Across Organizational Levels: The Influence of Hierarchical Distance and Direct Managers' Transformational Leadership (2012, background): “, Chen and Wang 2007) and/or characteristics of the change (Parish et al. 2008; for an exception, see Herold et al. 2008) while failing to explore how commitment to change varies between different organizational groups.”
The relationships amongst leader-member exchange, perceived organizational support, affective commitment, and in-role performance: a social-exchange perspective (2014, background): “Employees are likely to perform their jobs well when they regard the organization as an extended family and feel a sense of belonging to the organization (Parish et al., 2008).”
Autonomy in the Workplace: An Essential Ingredient to Employee Engagement and Well-Being in Every Culture (2011, background): “Naus, van Iterson, and Roe (2007) found that perceptions of job autonomy in a sample of Dutch workers were associated with decreased organizational cynicism, and Parish, Cadwallader, and Busch (2008) found that role autonomy was related to commitment to organizational change.”
The moderating effect of organizational change cynicism on middle manager strategy commitment (2013, background): “Resistance of individual employees to commit to change is common (Fleming 2005 ; Turner-Parish, Cadwallader and Busch 2008 ).”
Empowering Leadership, Risk-Taking Behavior, and Employees’ Commitment to Organizational Change: The Mediated Moderating Role of Task Complexity (2020, background): “Previous studies have also shown that the antecedents influencing commitment to organizational change are trust and fairness [54], relationship with leaders and autonomy [48], and self-efficacy [5,20].”
Linking Change Drivers and the Organizational Change Process: A Review and Synthesis (2010, background): “Prior research shows that employee participation in change initiative activities, such as being involved in implementation planning or a pilot program, can deepen the employees’ understanding of the change initiative and can also increase commitment to the change initiative (Kennedy, 1994; Howe and ”
Longitudinal associations between employees’ beliefs about the quality of the change management process, affective commitment to change and psychological empowerment (2016, background): “Here, we focus on ACC because it has been shown to have the strongest and most consistent positive relations with behavioral support for specific change initiatives (Herscovitch and Meyer, 2002; Meyer et al., 2007; Neves, 2009; Parish et al., 2008).”
Organizational outcomes of leadership style and resistance to change (Part One) (2015, background): “In an alternate theory, Peccei et al. (2011) identified two antecedents (perceived benefits of change (PBC) and involvement in change (IIC)) to attitudes to change (ATC) which predicts the level of RTC.”