Commitment to organizational change: extension of a three-component model.

By Lynne Herscovitch, John P. Meyer. Journal of Applied Psychology, 2002

1,694 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/9312dd5ea1992501e1c1e6ea452062874faf16b1

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Citations in the corpus

Managing rewards to enhance relational worth (2011, background): “For example, Herscovitch and Meyer (2002) found that when an individual had high continuance commitment, affective commitment did not influence switching intentions, but in the absence of continuance commitment, affective commitment did lead to switching intentions.”
The Fresh Start Mindset: Transforming Consumers’ Lives (2018, background): “Herscovitch and Meyer (2002) report that individuals with a future focus see change as motivation for betterment and stay focused on “what is yet to come.””
The relationships among commitment to change,coping with change, and turnover intentions (2006, methodology): “Consequently, as feelings of tension and stress mount, employee coping behaviour is thought to decrease (Herscovitch & Meyer, 2002) and intentions to leave the organization increase.”
Four Bases of Family Business Successor Commitment: Antecedents and Consequences (2005, background): “In a study of commitment to organizational change, Herscovitch and Meyer (2002) found that, whereas higher levels of affective and normative commitment were associated with cooperation with and championing of the change effort, continuance commitment was unrelated to either of these variables.”
Resistance, justice, and commitment to change (2010, methodology): “This is similar to the approach adopted by Herscovitch and Meyer (2002). The potential respondents for the study held a variety of job roles including manufacturing plant workers, nurses, medical staff, administrative staff, and managers.”
Organizational Commitment and Job Satisfaction (2012, background): “Porter et al. (1974) defined organizational commitment as “the relative strength of an individual’s identification with and involvement in a particular organization” (Porter et al.”
The role of organisational commitment in the analysis of resistance to change: Co-predictor and moderator effects (2011, result): “that examined the relationship between OC and employee attitudes to change, and the other is the study by Herscovitch and Meyer (2002)”
The relationship between objective and perceived fit with academic major, adaptability, and major-related outcomes (2008, background): “Many studies have examined the link between P–E fit and both performance and affective outcomes (see Kristof-Brown et al., 2005 for a recent meta-analysis). Research specifically concerning a relationship between college major fit and satisfaction yields no clear consensus. Assouline and Meir’s (198”
Service innovation implementation: a systematic review and research agenda (2020, background): “The leader’s perception of importance of implementation affects the acceptance and successful service innovation implementation, thus influencing followers’ service innovation implementation behavior (Buchan & Swann, 2007; Herscovitch & Meyer, 2002; Michaelis et al., 2010).”
Organizational Culture, Change and Emotions: A Qualitative Study (2009, background): “Affective commitment to change occurs when employees want to remain in the organization and support its change efforts (Herscovitch and Meyer, 2002; Cunningham, 2006) but there appears to be little research into the relationship between affective commitment to a culture (Branson, 2008) and…”
Knowledge Internalization and Product Development in Family Firms: When Relational and Affective Factors Matter (2016, background): “Of these, affective commitment most influences entrepreneurial behaviors, fueling employees’ attention toward PD outcomes and driving them to overcome their resistance to autonomous knowledge internalization (Camelo-Ordaz et al.; Herscovitch & Meyer, 2002; Sharma & Irving, 2005).”
Personal Resources and Work Engagement in the Face of Change (2010, background): “Other constructs that focus on positive attitudes and beliefs include commitment to change (Herscovitch & Meyer, 2002) and openness to change (e.g., Miller, Johnson, & Grau, 1994).”
A Multifoci Person-Centered Perspective on Workplace Affective Commitment: A Latent Profile/Factor Mixture Analysis (2011, background): “Additional foci of WAC were also defined but are not considered in the current study: union (Gordon, Philpot, Burt, Thompson, & Spiller, 1980), organizational change and programs (Herscovitch & Meyer, 2002; Neubert & Cady, 2001), and external organizations (McElroy, Morrow, & Laczniak, 2001).”
Utilizing the Theory of Planned Behavior to Inform Change Management (2008, positive): “…& Feild, 2007; Jones, Jimmieson, & Griffiths, 2005; Wanberg & Banas, 2000), openness and commitment to change (e.g., Chawla & Kelloway, 2004; Herscovitch & Meyer, 2002; Lines, 2004), and change-related cynicism and resistance (e.g., Bommer, Rich, & Rubin, 2005; Lines, 2004; Stanley, Meyer,…”