Resources for change: The relationships of organizational inducements and psychological resilience to employees' attitudes and behaviors toward organizational change.

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When and why do customer solutions pay off in business markets? (2017, neutral): “Getting ready to offer solutions often requires organizational change, which is difficult and costly (Shin et al. 2012; Ye et al. 2007) because new skills, processes, procedures, and reward structures are necessary to coordinate different functions (Tuli et al. 2007).”
Reducing intentions to resist future change: Combined effects of commitment‐based HR practices and ethical leadership (2018, background): “Given the pervasiveness of change programs in contemporary organizations and their surprisingly low success rates (Shin et al., 2012), we believe it is imperative to further our knowledge of how strategic HR practices influence such programs, namely how and under what conditions they might help…”
From social context and resilience to performance through job satisfaction: A multilevel study over time (2016, background): “Because resilience allows people to proactively prepare for hardships and minimize the impact of stressors on work life (Shin et al., 2012), highly resilient people are more likely to evaluate these job aspects as less stressful, more positive, and more satisfying.”