THE EFFECTS OF ORGANIZATIONAL CHANGES ON EMPLOYEE COMMITMENT: A MULTILEVEL INVESTIGATION

By Donald B. Fedor, Steven D. Caldwell, D. Herold. 2006

486 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/932b0b3477b8dde9851ce218ead8b430cae37098

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Citations in the corpus

Servant leadership and commitment to change, the mediating role of justice and optimism (2012, background): “Organizational justice has been shown to enhance commitment to change (Fedor et al., 2006).”
Commitment to Organizational Change: A Critical Review (2010, methodology): “…these models via their concepts of change efficacy, supervisory expectations, and expected rewards, as do the two studies by Herold and colleagues (Fedor, Caldwell, and Herold, 2006, 2008), which assess job-level and work-unit impact of the change, and (in the latter study) the impact of…”
The Dark Side of Visionary Leadership in Strategy Implementation: Strategic Alignment, Strategic Consensus, and Commitment (2018, methodology): “Our research also contributes to the literature on the strategic roles of the managers outside the C-suite (Floyd & Lane, 2000; Floyd & Wooldridge, 1992, 1997).”
Implementing Performance Appraisal: Exploring the Employee Experience (2013, unknown): “Ultimately, the multilevel analysis allows a more detailed consideration of factors at different levels within an organization impacting on individual employee experiences (Fedor et al., 2006).”
Cognitive beliefs and positive emotions about change: Relationships with employee change readiness and change-supportive behaviors (2018, background): “, 1994); and commitment to change (Fedor et al., 2006; Herold et al., 2008; Herscovitch and Meyer, 2002).”
The Influence of Transformational Leadership and Leader Attitudes on Subordinate Attitudes and Implementation Success (2019, background): “Last, Fedor, Caldwell, and Herold (2006) found that the degree of favorableness, perceived extent of the change, and predicted impact of the change were associated with employees’ individual commitment to implementation.”
The limitations of dispositional resistance in relation to organizational change (2013, background): “Research has shown that the perceived benefit of change is related to employees’ reactions towards organisational changes (Caldwell et al., 2004; Fedor et al., 2006).”
Change Readiness (2013, background): “For example, Fedor et al. (2006) conducted a study with 806 employees in 32 organizations and found, when considering commitment to change (an individual-level construct), that the highest level of commitment occurred when there was a considerable amount of change at the group level that was judged…”