Commitment to Organizational Change: A Critical Review

By Stephen J. Jaros. 2010

187 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/ca32babb77e10ccf1e3181bbc488e2bcbbab45bf

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

1. G. Niazi
2. L. Barton
3. J. Kang
4. K. Jung
5. Haroon Bakari
6. M. Susan Taylor
7. N. Hill
8. Suk Bong Choi

In Strategy and Management

1. G. Niazi
2. L. Barton
3. J. Kang
4. Haroon Bakari
5. M. Susan Taylor
6. Suk Bong Choi
7. Myeong-gu Seo
8. Seung-Wan Kang

Citations in the corpus

• Building Employee Commitment to Change Across Organizational Levels: The Influence of Hierarchical Distance and Direct Managers' Transformational Leadership (2012, background): “Nevertheless, despite the importance of employees’ ACC and NCC during radical change, research examining how these forms of commitment to change develop has been extremely limited (Jaros 2010).”
• Empowering Leadership, Risk-Taking Behavior, and Employees’ Commitment to Organizational Change: The Mediated Moderating Role of Task Complexity (2020, background): “Nevertheless, the research area of commitment to organizational change and its antecedents are not adequate [8].”
• 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): “Jaros (2010) further comments based on the conceptualization of Armenakis et al. (1993) and Coetsee (1999) that employee perception of personal valence based on costs associated with failure to support the change will lead to continuous commitment to change, and that positive feelings about…”
• The moderating effect of organizational change cynicism on middle manager strategy commitment (2013, background): “This precondition might be regarded as an ‘action commitment’ (Jaros 2010 , p.”
• Resources for change: The relationships of organizational inducements and psychological resilience to employees' attitudes and behaviors toward organizational change. (2012, background): “…that binds an individual to a course of action deemed necessary for the successful implementation of a change initiative” (Herscovitch & Meyer, 2002: 475)—has received increasing attention as an important antecedent of change-related organizational outcomes (Herscovitch & Meyer, 2002; Jaros, 2010).”