The Structure and Function of Attitudes Toward Organizational Change

By Rune Lines. 2005

237 citations recorded by the source corpus.

Subfields: Information Systems and Management, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/a50cf79a74f12e2151d4398b55756edb6a415abd

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Citations in the corpus

Positioning Change Recipients’ Attitudes Toward Change in the Organizational Change Literature (2010, background): “Several attempts have been made to identify attitudes toward change (Lines, 2005; Vakola, Tsaousis, & Nikolaou, 2004; Yousef, 2000a, 2000b) and the process of attitude formation (Lau & Woodman, 1995; Lines, 2005).”
Employee Commitment in Times of Change: Assessing the Importance of Attitudes Toward Organizational Change † (2009, background): “Attitude toward organizational change is defined as an employee’s overall positive or negative evaluative judgment of a change initiative implemented by his or her organization (Lines, 2005).”
RESISTANCE TO ORGANIZATIONAL CHANGE: LINKING RESEARCH AND PRACTICE (2010, unknown): “In a subsequent article, Lines (2005) proposed that a range of behaviors could be identified in response to attitudes toward organizational change.”
Change process characteristics and resistance to organisational change: The role of employee perceptions of justice (2015, background): “Generally, the current literature suggests that greater attention should be given to the complexities of individual responses to change (Dent and Goldberg, 1999; Herscovitch and Myer, 2002; Lines, 2005; Oreg, 2006; Piderit, 2000).”
Cognitive beliefs and positive emotions about change: Relationships with employee change readiness and change-supportive behaviors (2018, background): “Lines (2005) argued that positive attitudes toward change result in behaviors that are focused, persistent and effortful in their attempts to support and facilitate the implementation of change.”
Do Fairness and Equity Matter? (2009, background): “…more likely to occur when employees have the ability to affect policies and procedures, when interaction occurs between intraorganizational departments regarding assessment procedures, and when staff are aware of policies for handling criticisms and negative actions that may surface (Lines, 2005).”
Toward a Process-Based Approach of Conceptualizing Change Readiness (2013, methodology): “, Frahm & Brown, 2007; Pettigrew, Woodman, & Cameron, 2001) and attitudes toward change (e.g., Elias, 2009; Lines, 2005) have been used to capture this construct as well.”
Resistance, justice, and commitment to change (2010, background): “In addition to the importance of commitment, there is a need to understand more about the complexities of individual response to change associated with resistance to change (Dent & Goldberg, 1999; Lines, 2005).”
Organizational justice and organizational commitment among South Korean police officers (2012, background): “While a number of studies in organizational psychology examined the influence of employee’s perception of organizational justice on a variety of organizational factors (Dowden and Tellier, 2004; Kwong and Leung, 2002; Lincoln and Kalleberg, 1990; Lines, 2005), very few studies in policing observed i”
How Does Authentic Leadership Influence Planned Organizational Change? The Role of Employees’ Perceptions: Integration of Theory of Planned Behavior and Lewin's Three Step Model (2017, background): “that individuals’ perception and response to change are important indicators of either success or failure of planned organizational change (Lines, 2005).”
Organizational pride and its positive effects on employee behavior (2011, background): “On the one hand, emotions cause attitudes; on the other hand, emotions are part of an attitude itself (Lines, 2005).”