Organizational Change Content, Process, and Context: A Simultaneous Analysis of Employee Reactions

By Dennis R. Self, A. Armenakis, Mike Schraeder. 2007

243 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/80891a253da52532175b62ecbfb686eab643ea7e

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In Organizational Behavior and Human Resource Management

Citations in the corpus

Organizational Culture, Change and Emotions: A Qualitative Study (2009, background): “The article, therefore, contributes to the literature by highlighting how organizational culture can be a content and/or context of change (Self et al., 2007) and how emotion can play a key role.”
Change Readiness (2013, background): “Researchers also have identified the content of change as an important internal context enabler that influences employees’ change attitudes (e.g., Bartunek, Rousseau, Rudolph, & DePalma, 2006; Self et al., 2007).”
Causes and Effects of Employee Downsizing: A Review and Synthesis (2010, background): “Likewise, the change management literature recommends that the procedures used to manage change allow for employee inputs into the design of changes by providing them with opportunities to express their views and appeal decisions (Self et al., 2007).”
The Role of Perceived Organizational Support in Individual Change Readiness (2019, background): “If employees perceive that their organization supports them, they are more likely to believe that change is needed, is achievable, and will likely generate positive outcomes (Self et al., 2007).”
The Impact of Change Process and Context on Change Reactions and Turnover During a Merger (2010, background): “Self et al. (2007) defined context as “the existing external and internal conditions that have been shown to influence organizational effectiveness” (p. 214).”
Reflections: our Journey in Organizational Change Research and Practice (2009, background): “Among contextual variables, we have investigated cynicism (Bernerth et al., 2007; Walker et al., 2007), leader-member exchange (Self et al., 2007; Brown et al., 2008; Mehta, 2009), team member exchange (Mehta, 2009) and perceived organizational support (Self et al., 2007).”
Readiness for Change: Contributions for Employee's Level of Individual Change and Turnover Intentions (2009, methodology): “The micro-level approach has been frequently used in the organizational change literature (Judge et al., 1999; Neves and Caetano, 2006; Cunningham, 2006; Self et al., 2007; Neves and Caetano, in press).”