PROGRAM COMMITMENT: A MULTI‐STUDY LONGITUDINAL FIELD INVESTIGATION OF ITS IMPACT AND ANTECEDENTS

By M. Neubert, S. Cady. 2001

145 citations recorded by the source corpus.

Subfields: Applied Psychology, Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/cf1e286dc2332e287ec14fe511c28cd54d343a58

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In Applied Psychology

In Organizational Behavior and Human Resource Management

In Sociology and Political Science

Citations in the corpus

A Multifoci Person-Centered Perspective on Workplace Affective Commitment: A Latent Profile/Factor Mixture Analysis (2011, background): “Additional foci of WAC were also defined but are not considered in the current study: union (Gordon, Philpot, Burt, Thompson, & Spiller, 1980), organizational change and programs (Herscovitch & Meyer, 2002; Neubert & Cady, 2001), and external organizations (McElroy, Morrow, & Laczniak, 2001).”
The moderating effect of organizational change cynicism on middle manager strategy commitment (2013, background): “Committed employees demonstrate enthusiasm, get involved and take personal responsibility for a programmes' successful implementation (Neubert and Cady 2001 ).”
Employee commitment and motivation: a conceptual analysis and integrative model. (2004, background): “Note, however, that Pinder (1998) described motivation as a set of energizing forces and that Meyer and Herscovitch (2001) defined commitment as a force that binds an individual to a course of action.”
Transformational Leadership, Cohesion Perceptions, and Employee Cynicism About Organizational Change (2007, background): “Where uncertainty abounds and difficulties arise, employee cynicism can emerge and reduce commitment to organizational change, which subsequently impacts individual performance (Neubert & Cady, 2001).”
Change-Supportive Employee Behavior: Antecedents and the Moderating Role of Time (2011, background): “…these include organizational commitment and social relationships at work (e.g., Iverson, 1996; Madsen, Miller, & John, 2005; Meyer et al., 2007; Neubert & Cady, 2001), information about the change and beliefs regarding its personal consequences (e.g., Coyle-Shapiro, 1999; Miller et al., 1994;…”
Active on the Job—Proactive in Change (2007, background): “…addressed such change-promoting employee beliefs and behaviors as adaptivity (Griffin, Neal, & Parker, 2007), program commitment (Jansen, 2004; Neubert & Cady, 2001), commitment to change (Cunningham, 2006), openness to change (Wanberg & Banas, 2000), readiness to change (Armenakis, Harris, &…”
Resources for change: The relationships of organizational inducements and psychological resilience to employees' attitudes and behaviors toward organizational change. (2012, background): “For instance, researchers have found that individual employees’ change-related attitudes and behaviors are related to postchange organizational performance (Kim & Mauborgne, 2003; Robertson, Roberts, & Porras, 1993) and their work performance following change (Neubert & Cady, 2001).”
Commitment to Organizational Change: A Critical Review (2010, methodology): “Neubert and Cady (2001) measured C2C before a membership campaign was initiated and then immediately afterwards.”