Utilizing the Theory of Planned Behavior to Inform Change Management

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Cognitive beliefs and positive emotions about change: Relationships with employee change readiness and change-supportive behaviors (2018, background): “…for change, including: measures of change readiness (Bouckenooghe et al., 2009; Cunningham et al., 2002; Eby et al., 2000); attitude to change (Jimmieson et al., 2008; Lau and Woodman, 1995); openness to change (Axtell et al., 2002; Devos et al., 2007; Fox et al., 1988; Groves, 2005; Kwahk…”
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, methodology): “change (Bouckenooghe et al., 2015; Jimmieson et al., 2008), the following hypothesis is”
Change-Supportive Employee Behavior: Antecedents and the Moderating Role of Time (2011, methodology): “…Change The third antecedent proposed by the TPB is perceived behavioral control, which, in the context of change, refers to the “extent to which employees believe that various factors will either facilitate or impede their ability to act in change-supportive ways” (Jimmieson et al., 2008, p. 240).”
Affective Commitment to Change and Innovation Implementation Behavior: The Role of Charismatic Leadership and Employees’ Trust in Top Management (2009, methodology): “Ajzen’s theory has been successfully employed in many studies linking attitudes and behaviors (Conner and Armitage, 1998; Sutton, 1998; Jimmieson et al., 2008).”