Predicting pro‐change behaviour: the role of perceived organisational justice and organisational identification

By Sebastian Fuchs, M. R. Edwards. 2012

98 citations recorded by the source corpus.

Subfields: Gender Studies, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/855fdf92d013018030be3a31830719fe5e84b6cd

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Gender Studies

1. Joanna Georgalis
2. Margaret E. Heffernan
3. Ramanie Samaratunge
4. Ying Lu
5. N. Kimberley
6. T. Dundon

In Organizational Behavior and Human Resource Management

1. Joanna Georgalis
2. Margaret E. Heffernan
3. Ramanie Samaratunge
4. Ying Lu
5. N. Kimberley
6. T. Dundon

Citations in the corpus

• Change process characteristics and resistance to organisational change: The role of employee perceptions of justice (2015, background): “In particular, research posits that unfair treatment of employees can lead to increased resentment, less co-operation, lower productivity and lower work quality (Fuchs and Edwards, 2011; Shapiro and Kirkman, 1999), and this has implications for employee attitudes towards change.”
• Cross-level effects of high-performance work Systems (HPWS) and employee wellbeing: the mediating effect of organisational justice (2016, result): “It is suggested that the role of organisational justice represents a potentially important link that has been largely neglected in extant research (Fuchs and Edwards, 2012).”