Uncertainty during Organizational Change: Managing Perceptions through Communication

By James Allen, N. Jimmieson, P. Bordia, B. Irmer. 2007

369 citations recorded by the source corpus.

Abstract Although uncertainty has been identified as a major consequence of organizational change for employees, there still remains a lack of understanding regarding the processes through which employees address such perceptions. This research examines the role that different sources of communication play in addressing change-related uncertainty for employees. Firstly, a qualitative study was conducted in which 25 interviews with employees from a range of organizations were undertaken. The goal of the first study was to examine how employees manage change-related uncertainties. From employee responses, it was revealed that specific change-related uncertainties may be best addressed by different sources of communication. Findings suggest that direct supervisors are the preferred sources of implementation-related and job-relevant information during change, while senior management typically provide more strategic information. Furthermore, results indicated that trust influences which sources employees seek information from and how they appraise the information they receive. Secondly, a quantitative field study was conducted in a large government department that was about to undergo a restructure of its corporate and human services divisions. This follow-up study was designed to provide a partial examination of the relationships identified in the qualitative study. Results indicated that employees who perceived they received quality change communication reported being more open toward the change. In addition, change-related uncertainty mediated this relationship. The results are discussed in terms of theoretical contributions to the change management literature, and the implications regarding effective communication strategies during change.

Subfields: Management Science and Operations Research, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/9f4e5e99f2e5304f6e3573a2c7128e04b9a0a919

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In Management Science and Operations Research

1. Roy K. Smollan
2. Tipnuch Phungsoonthorn
3. P. Simões
4. M. Esposito
5. Peerayuth Charoensukmongkol

In Organizational Behavior and Human Resource Management

1. Roy K. Smollan
2. Tipnuch Phungsoonthorn
3. P. Simões
4. M. Esposito
5. Peerayuth Charoensukmongkol

In Strategy and Management

1. Roy K. Smollan
2. Tipnuch Phungsoonthorn
3. Peerayuth Charoensukmongkol

Citations in the corpus

• Causes of stress before, during and after organizational change: a qualitative study (2015, background): “Allen et al. (2007) reported that stress emanated from uncertainty regarding the organization’s direction and the nature of the employee’s future role.”
• The Interaction Effect of Crisis Communication and Social Support on The Emotional Exhaustion of University Employees during the COVID-19 Crisis (2020, methodology): “This scale was adapted from Allen et al. (2007) which was originally designed to measure the degree of the perceived uncertainties of employees during organizational change.”
• IMPROVING CHANGE MANAGEMENT: HOW COMMUNICATION NATURE INFLUENCES RESISTANCE TO CHANGE (2014, background): “It can be easily found, throughout the literature review, that change is a communicative challenge (Allen et al., 2007), or in another similar view, that change implementation is primarily a communication problem (Lewis and Seibold, 1998).”