Justice, Cynicism, and Commitment

By Jeremy B. Bernerth, A. Armenakis, H. S. Feild, H. J. Walker. 2007

251 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/dde10b036e670a21e666d69f795699bd96439027

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In Organizational Behavior and Human Resource Management

Citations in the corpus

Longitudinal associations between employees’ beliefs about the quality of the change management process, affective commitment to change and psychological empowerment (2016, background): “…in decision making with regard to the change (Cook et al., 2008; Sverke et al. 2008), just treatment and fairness of the change process (Bernerth et al., 2007; Foster, 2010), perceived favorableness of the change for the employee (Fedor et al., 2006) and satisfaction with communication…”
The moderating effect of organizational change cynicism on middle manager strategy commitment (2013, background): “Many organizational leaders lack a clear understanding of the necessary steps leading to successful change implementation (Heracleous 2000 ; Bernerth, Armenakis, Field and Walker 2007 ).”
Considering planned change anew:stretching large group interventions strategically, emotionally and meaningfully (2011, background): “Since the 1990s, academic interest in the cognitive and emotional processes of individuals in organizations has increased (eg, Bernerth, Armenakis, Feild, & Walker, 2007 ; Lines, 2004 ; Piderit, 2000 ).”
Change process characteristics and resistance to organisational change: The role of employee perceptions of justice (2015, background): “They are also more likely to contribute in more positive behaviours such as organisational citizenship (Moorman, 1991), organisational commitment (Bernerth et al., 2007) and perceived organisational support (Wayne et al., 2002).”
Top management credibility and employee cynicism: A comprehensive model (2009, background): “…as resulting from circumstances in the work environment that cause employee expectations to be unmet (e.g. Andersson, 1996; Andersson & Bateman, 1997; Bernerth et al., 2007; Cole et al., 2006; Johnson & O’Leary-Kelly, 2003; Naus et al., 2007a, 2007b; Pugh et al., 2003; Wanous et al., 2000).”
Reflections: our Journey in Organizational Change Research and Practice (2009, background): “Among contextual variables, we have investigated cynicism (Bernerth et al., 2007; Walker et al., 2007), leader-member exchange (Self et al., 2007; Brown et al., 2008; Mehta, 2009), team member exchange (Mehta, 2009) and perceived organizational support (Self et al., 2007).”