Feeling bad: antecedents and consequences of negative emotions in ongoing change

By Tina Kiefer. 2005

546 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/c9bd28b1b4676fd813e46d84827b492b232c4c5f

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In General Health Professions

In Organizational Behavior and Human Resource Management

In Sociology and Political Science

Citations in the corpus

The impact of consumer confusion from eco-labels on negative WOM, distrust, and dissatisfaction (2017, background): “This result is consistent with previous findings related to distrust (Dunn and Schweitzer 2005; Kiefer 2005; Mendleson and Polonsky 1995), dissatisfaction (Bougie, Pieters, and Zeelenberg 2003; Westbrook 1987; Lee, Back, and Kim 2009), and negative WOM (Zeelenberg and Pieters 2004; Mattila and Ro 20”
Organizational Culture, Change and Emotions: A Qualitative Study (2009, background): “These include the perceived valence of the outcomes, the change processes that are used, the speed, timing and frequency of change, the nature of leadership and the employee’s personality and emotional intelligence (Wanberg and Banas, 2000; Jordan, 2005; Kiefer, 2005; Smollan, 2006).”
Authentic Leadership Perception, Trust in the Leader, and Followers’ Emotions in Organizational Change Processes (2016, background): “Kinicki, & Scheck, 2002; Giæver & Hellesø, 2010; Kiefer, 2005), while others prefer to take a positive perspective (e.g., Avey, Wernsing, & Luthans, 2008).”
Lean and the working environment: a review of the literature (2012, background): “But lean is also a programme for change, and it is known that change itself may create uncertainty and stress (Bordia et al., 2004; Kiefer, 2005; Womack, 1996).”
Why is Organizational Change Related to Workplace Bullying? Role Conflict and Job Insecurity as Mediators (2009, methodology): “Scholars have associated these emotions with feelings of unfairness (Kiefer, 2005) and a lack of organizational justice (Greenberg, 1990; Korsgaard et al.”
Cognitive and Affective Job Insecurity: A Meta-Analysis and a Primary Study (2018, unknown): “Although negative and positive affectivity have been included as control variables in some studies (e.g., Bradley & Clark, 2004), other studies have examined them as either antecedents (e.g., Roskies, Louis-Guerin, & Fournier, 1993) or outcomes (Kiefer, 2005) of JI.”
Resources for change: The relationships of organizational inducements and psychological resilience to employees' attitudes and behaviors toward organizational change. (2012, background): “…led some scholars to propose that the intense negative emotions experienced by most employees during organizational change lead them to become change averse and reluctant to enact supportive behaviors directed at achieving goals set by organizations’ leaders (Buono & Bowditch, 1989; Kiefer, 2005).”
Workplace bullying and employee silence (2017, background): “Unfavorable workplace episodes are in particular known to engender strong negative feelings (Rozin and Royzman, 2001) that, in turn, adversely influence attitudes and behaviors in relation to work (Kiefer, 2005; Cole et al., 2008; Elfenbein, 2007; Kiefer, 2005).”
How individualism–collectivism orientations predict happiness in a collectivistic context (2009, background): “They are important sources of social support, which is related to different measures of PWB, such as positive and negative affect, self-esteem, adjustment, comfort, enthusiasm, loneliness, job satisfaction, health, neuroticism and happiness (Daniels 2000; Christopher et al. 2004; Limbert 2004; Kief”
The Impact of Change Process and Context on Change Reactions and Turnover During a Merger (2010, background): “In summary, our findings add to the work of Kiefer (2005) and Mishra and Spreitzer (1998) who have proposed that trust in senior management has an important role in establishing employees’ initial reactions to change.”
Multilevel Readiness to Organizational Change: A Conceptual Approach (2013, background): “…factor that yielded the strongest relationship with change reactions (Oreg et al., 2011; Stanley, Meyer, & Topolnytsky, 2005) as it was related with greater acceptance and willingness to cooperate towards achieving change (Coyle-Shapiro & Morrow, 2003; Kiefer, 2005; Wanberg, Kanfer, & Banas, 2000).”
Group Emotions: Cutting the Gordian Knots Concerning Terms, Levels of Analysis, and Processes (2015, background): “Finally, strategy research may benefit from the consideration of group emotions that arise, for example, in change processes (Kiefer, 2005) and during mergers and acquisitions, and, in turn, affect innovation and strategic agility (Huy, 2005, 2008).”
Towards understanding the role of emotions in conflict: a review and future directions (2008, background): “…into organizational studies and recent years have seen a spurt of interest in the field of emotions in organizations (Boudens, 2005; Fineman, 2006; Fisher and Ashkanasy, 2000; Kiefer, 2005; Muchinsky, 2000; Pugh, 2001; Sieben, 2007; Sturdy, 2003; Tan et al., 2003; Yang and Mossholder, 2004).”
Merge Ahead: A Research Agenda to Increase Merger and Acquisition Success (2011, background): “The effects of stressful events are cumulative and the costs of ‘‘ongoing change’’ mount ( Kiefer 2005 ).”
Haunted by the Past: Effects of Poor Change Management History on Employee Attitudes and Turnover (2007, background): “Similarly, Kiefer (2005) found that change-related emotional distress resulted in lower trust in the organization, senior management, and line management.”
Affective Commitment to Change and Innovation Implementation Behavior: The Role of Charismatic Leadership and Employees’ Trust in Top Management (2009, background): “, 2004; Bono and Ilies, 2006) and this study suggest that emotions play a major role in the innovation-process, and particularly during change-initiatives (Kiefer, 2005; Bartunek et al., 2006), future research might investigate the role of supervisors capability to influence followers’ emotions in p”
At What Level (and in Whom) We Trust (2012, background): “Organizational characteristics such as ongoing organizational changes (Kiefer, 2005), the extent to and the length in which an organization uses temporary workers (George, 2003), and perceived politics in organizations (i.e., manipulative behaviors; Chen & Indartono, 2011) have been negatively…”