Employee coping with organizational change: An examination of alternative theoretical perspectives and models.

By Mel Fugate, A. Kinicki, Gregory E. Prussia. 2008

291 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/7a5db757ef4209e88cd0a80c78226d6729894a06

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In General Health Professions

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Authentic Leadership Perception, Trust in the Leader, and Followers’ Emotions in Organizational Change Processes (2016, background): “, Fugate, Kinicki, & Prussia, 2008; Giæver, 2009a; Giæver & Hellesø, 2010; Huy, 2005; Kiefer, 2005; Liu & Perrewé, 2005), especially those that analyze the antecedents and consequences of emotions (e.g., Avey et al., 2008; Bartunek et al., 2006; Fugate et al., 2008; Huy, 2005; Kiefer, 2005; Lines et”
The Impact of Change Process and Context on Change Reactions and Turnover During a Merger (2010, unknown): “The notion that initial reactions to change influence subsequent reactions to change has received some empirical support (e.g., Armstrong-Stassen, 2004; Fugate et al., 2008; Kiefer, 2005).”
Change fatigue: Development and initial validation of a new measure (2011, background): “In fact, the coping literature proposes that the handling of stressful situations cannot begin until appraisal and comprehension take place (eg, Fugate, Kinicki, & Prussia, 2008 ; Lazarus, 1999 ).”
Change Recipients’ Reactions to Organizational Change (2011, background): “(2000); Pierce and Dunham (1992) Work outcomes Job performance Gardner et al. (1987); Hall et al.”
Consequences of the performance appraisal experience (2010, background): “This is consistent with findings in the justice and emotions literature that negative assessments are powerful drivers of employee attitudes and behaviours (for example, see Fugate et al., 2008).”
Resources for change: The relationships of organizational inducements and psychological resilience to employees' attitudes and behaviors toward organizational change. (2012, background): “…research on organizational change that has focused primarily on mechanisms that ameliorate employees’ negative reactions once change has begun (e.g., Fugate et al., 2008; Schweiger & DeNisi, 1991) by focusing on critical resources that individuals can build up over time before organizational…”
Individual responses to firm failure : Appraisals, grief, and the influence of prior failure experience (2014, methodology): “A similar approach has been taken in the organizational change and job loss literatures (Blau, 2007; Fugate et al., 2008; Scheck and Kinicki, 2000).”
The Efficacy of Executive Coaching in Times of Organisational Change (2014, background): “…in the last century organisational change tended to be part of designated mergers and acquisitions or pre-planned cultural development initiatives (Gaughan, 2010), since 2000 the rate and unpredictability of organisational change appear to have escalated, resulting in greater demands and stresses…”
Managing Employee Withdrawal During Organizational Change (2012, methodology): “This contribution is especially important, as both absenteeism and voluntary turnover are very costly consequences of change, and the loss of key personnel can handicap an organization’s competitiveness, which is exactly what many changes are intended to enhance (Fugate et al., 2008).”