Commitment to change

2019 ◽  
Vol 49 (5) ◽  
pp. 1069-1090
Author(s):  
Cailing Feng ◽  
Mulyadi Robin ◽  
Lisan Fan ◽  
Xiaoyu Huang
Keyword(s):  
Organizational Change ◽  
Resistance To Change ◽  
Longitudinal Design ◽  
Future Research ◽  
Commitment To Change ◽  
Content Type ◽  
Chinese Context ◽  
Cultural Research ◽  
Important Extension ◽  
The Impact

Purpose Commitment to change is vital for the success of any organizational change initiative. However, despite a sustained increase in research interest on employees’ commitment to change, there is still no consistency about the unidimensional or multi-dimensional construct of commitment to change, and previous research tends to ignore the impact vocational drivers may have on it. The paper aims to discuss these issues. Design/methodology/approach Drawing on prospect theory, the authors extended Herscovitch and Meyer’s (2002) commitment to change construct by developing and testing an additional dimension of commitment to change centered on employees’ vocational commitment across two studies, adopting a longitudinal design within a Chinese context. As organizational change often has implications that impacts individual decision making, vocational development and work adjustments and attitudes within the workplace, the authors presented the case for vocational commitment to change as an important extension to the commitment to change literature. The authors first provided evidence for the internal consistency, factor structure and the validity of the commitment to change in the Chinese context. Subsequently, the authors examined the changes of employees’ commitment to change across time, and demonstrated its predictive validity by exploring the relationship between commitment to change and change-related behaviors. Findings The current research represents improvements in commitment to change measurement, provides construct clarification in the Asia context, and sheds light on theoretical and empirical evidence for how to support change in the Chinese context. Limitations, implications and directions for future research are further discussed. Originality/value The current study responds to a call for research to further investigate the mechanisms of commitment to change within non-Western contexts, specifically within the Chinese context. Through a rigorous scale development process, the authors clarified Herscovitch and Meyer’s (2002) commitment to change model and present an augmented model with a fourth dimension –vocational commitment to change. Furthermore, through a longitudinal study, the current study also demonstrates that the cultivation of commitment to change has great importance to improving employees’ change-supportive behavior and reducing their resistance to change. This is consistent with cross-cultural research, which shows that Chinese individuals are more likely to possess inconsistent attitudes toward an object, including themselves, compared to Western individuals (Spencer-Rodgers et al., 2004). The study also explained the change of commitment to change over time, showing the significant relationships among the commitment to change and change-related behaviors.

The mitigating effects of core self-evaluations in uncertain environments

2016 ◽  
Vol 37 (2) ◽  
pp. 226-240 ◽  
Author(s):  
Jeffrey J. Haynie ◽  
Stanley G Harris ◽  
Christopher Brian Flynn
Keyword(s):  
Job Satisfaction ◽  
Organizational Change ◽  
Turnover Intentions ◽  
Negative Impact ◽  
Job Attitudes ◽  
Future Research ◽  
Content Type ◽  
Core Self ◽  
The Impact

Purpose – The purpose of this paper is to examine the impact of core self-evaluations (CSE) and change uncertainty on job satisfaction and turnover intentions within the context of an organizational change. Because individuals high in CSE are expected to be able to cope better with uncertainty, the authors also tested the mitigating effect of CSE on the change uncertainty-attitude relationships. Design/methodology/approach – Surveys were completed and returned by 398 employees in the midst of a merger containing measures of CSE, change uncertainty, job satisfaction, and turnover intentions. The survey was voluntary and administered cross-sectionally. Findings – Change uncertainty was found to negatively influence job satisfaction and positively influence turnover intentions. Additionally, CSE positively impacted job satisfaction and negatively impacted turnover intentions. High CSE was also found to minimize the negative impact of examined change uncertainty-job attitude relationships. Research limitations/implications – The research has implications for the role of CSE in attitude formation within a change context and adds to existing literature supporting the detrimental effects of change uncertainty on job attitudes. Also, the study provided evidence of how CSE interacts with change uncertainty reducing the detrimental impact on job attitudes. Future research should continue to examine the role of CSE in the way employees react to other change-related stressors. Originality/value – The relationships among change uncertainty, CSE, and job attitudes were explored through a theoretical lens and tested empirically using employees in the midst of an organizational change.

Individual difference predictors of perceived organizational change fairness

2016 ◽  
Vol 31 (2) ◽  
pp. 420-433 ◽  
Author(s):  
Xiaohong Xu ◽  
Stephanie C. Payne ◽  
Margaret T. Horner ◽  
Allison L. Alexander
Keyword(s):  
Organizational Change ◽  
Individual Differences ◽  
Individual Difference ◽  
Self Efficacy ◽  
Structural Equation ◽  
Resistance To Change ◽  
Equation Modeling ◽  
Perceived Fairness ◽  
Content Type ◽  
The Impact

Purpose – The purpose of this paper is to examine how individual differences influence employees’ attitude toward organizational change. Specifically, the present study examined how and why proactive personality, dispositional resistance to change, and change self-efficacy influence employees’ perceived fairness about the organizational change. Design/methodology/approach – Structural equation modeling was utilized to analyze the survey data obtained from a sample of 140 food service employees after some organizational changes in leadership, menu offerings, and facilities. Findings – The results revealed support for two micromediational chains predicting change fairness: first, change self-efficacy leads to less uncertainty and second, dispositional resistance to change leads to less communication regarding change resulting in employees perceiving they have fewer opportunities to voice concerns about the changes. Research limitations/implications – The cross-sectional design prevents causal inferences and the generalizability of the present findings beyond similar samples experiencing similar changes is unknown. However, the predictions were based on theories that apply to all employees regardless of the changes or the employees’ occupations or workplace. Social implications – Employees with particular personality traits are more receptive to change, suggesting that organizations should consider the impact of individual differences when facing large-scale change. To ensure the success of organizational change, organizations should communicate with employees and encourage employee input before implementing change which in turn improves the chances that employees will have favorable reactions to the change. Originality/value – This is the first study to examine how and why individual difference variables influence employees’ perceptions about organizational change fairness.

Impact of leader adaptability on organizational change and adaptation: the case of Savecom Communication

2015 ◽  
Vol 9 (3) ◽  
pp. 213-231 ◽  
Author(s):  
Melody Seah ◽  
Ming Huei Hsieh
Keyword(s):  
Organizational Change ◽  
Family Firms ◽  
Single Case ◽  
Business Environment ◽  
Future Research ◽  
Chinese Family ◽  
Content Type ◽  
Business Context ◽  
Chinese Firm ◽  
The Impact

Purpose – This paper aims to explore the impact of leadership on organizational change and adaptability in a Chinese business context. Drawing on case data, this study seeks to uncover the factors that would predispose the leaders of Chinese family firms to initiate and implement organizational change and adaptation. Design/methodology/approach – This study is based on 16 in-depth interviews held with key informants from the case firm. Evidence is presented in the form of interview extracts. Findings – Research findings indicate that Chinese firm leaders can successfully facilitate organizational change by adapting their styles to match the changes in the business environment. Research limitations/implications – The issues identified are explored within a single case study setting, hence future research might replicate these findings to other samples or settings. Practical implications – To lead organizational change, leaders must first be able and willing to adjust their leadership styles to match the demands of their changing business environments. Originality/value – This paper adds insight to existing literature on leadership, organizational change and firm turnarounds. This paper also provides an in-depth insight into the factors that influence the leadership and management Chinese family firms.

scholarly journals Climate, communication and participation impacting commitment to change

2015 ◽  
Vol 28 (6) ◽  
pp. 1094-1106 ◽  
Author(s):  
Sofie Rogiest ◽  
Jesse Segers ◽  
Arjen van Witteloostuijn
Keyword(s):  
Organizational Change ◽  
Organizational Climate ◽  
Change Process ◽  
Affective Commitment ◽  
Employee Participation ◽  
Quality Change ◽  
Commitment To Change ◽  
Content Type ◽  
Change Communication ◽  
The Impact

Purpose – Through the combination of change process, context and content the purpose of this paper is to provide a deeper understanding of failure or success of organizational change. This study considers the effect of organizational climate on affective commitment to change simultaneously with quality change communication and employee participation during the change process, while controlling for perceived change impact. Design/methodology/approach – The findings are based on 134 survey responses gathered through surveys in two police forces that recently underwent a merger. Findings – First, quality change communication is the only process variable that directly impacts affective commitment to change. Second, the results indicate that an involvement-oriented climate positively affects affective commitment to change, mediated through quality change communication. Originality/value – First, the general understanding of the impact of climate on organizational change is very limited. Second, employee participation and quality change communication are generally studied together. The authors propose that both process variables each have their unique impact on attitudes toward change.

scholarly journals Understanding change recipients’ responses to organizational change in Chinese hospitals

2016 ◽  
Vol 10 (4) ◽  
pp. 675-691 ◽  
Author(s):  
Bruce Gurd ◽  
Tian Gao
Keyword(s):  
Organizational Change ◽  
Performance Management ◽  
Change Process ◽  
Strategic Change ◽  
Longitudinal Design ◽  
Single Case ◽  
Future Research ◽  
Content Type ◽  
New Model

Purpose The purpose of this paper is to build a new model of organisational change in Chinese hospitals drawing in all the key factors which explain the change process. At a time of significant change in Chinese hospitals, understanding change recipients’ responses is critical. For this study, a model of their responses to change has been constructed from previous models and compared with a case study of dramatic change in a Chinese hospital. A new model has been produced which may be generalizable to other Chinese hospitals. Design/methodology/approach Two existing models of organizational change were merged, and the new model was tested using data collected from a research site at a single Chinese hospital where the change program included the balanced scorecard performance management system, a new pay-related performance system and significant strategic change. Findings A final revised model was created which built in the external context, including the professional culture and national culture which have complex impacts on individuals during a change process, in both beneficial and harmful ways. Research limitations/implications Multi-informants for data collection and longitudinal design in future research would be required for the further understanding of the relationships between the variables of this study. A single case study is not sufficient; broader testing is required. Practical implications The factors that impact on the individuals during change should be understood better by Chinese hospital managers. Originality/value This is a new model which adds to the existing literature. Although it is built primarily around hospitals, it may have relevance to other contexts in China.

Towards an understanding of job satisfaction as it correlates with organizational change among personnel in computer-based special libraries in Southwest Nigeria

2015 ◽  
Vol 33 (4) ◽  
pp. 773-794 ◽  
Author(s):  
Ifeanyi Adigwe ◽  
Josephus Oriola
Keyword(s):  
Job Satisfaction ◽  
Organizational Change ◽  
Future Research ◽  
Content Type ◽  
Grade Levels ◽  
Level Of Satisfaction ◽  
Southwest Nigeria ◽  
Research Findings ◽  
Computer Based ◽  
The Impact

Purpose – This paper aims to understand job satisfaction as correlate with organizational change among personnel in computerized-based special libraries in Southwest, Nigeria. Design/methodology/approach – The study used a survey approach in collecting data. The population of the study comprised all intermediate and senior personnel of the special libraries in Southwest, Nigeria involved in the study on grade levels 06 to 17. Based on the 180 response sample drawn, 148 responses were received from the survey. Findings – The degree and level of satisfaction derived from one’s job is sine qua non to the level of productivity obtained in due cause. Job satisfaction varies from individual to individual and from place to place. Although, organizational change is the basis for spontaneous increase of job dissatisfaction. Findings of the study revealed that organizational change is seen as a precursor to influencing job satisfaction of employees but the level of job satisfaction of employees depend on the impact of organizational change. Research limitations/implications – It should be noted that a number of limitations exist relative to this research, the review of which should both place the research findings discussed, in an appropriate context and thereby suggest direction for future research. This study focused on employees attitudes in special libraries in six states of the federation at one time. Considering the fact that a very wide and varying cultural environmental differences which without doubt affected personnel dispositions in many different ways. Originality/value – This paper differs from the previous literature in presenting statistical evidence to confirm the relationships between job satisfaction and organizational change and a range of potential outcomes.

scholarly journals Chinese students’ participation: the effect of cultural factors

2014 ◽  
Vol 56 (5) ◽  
pp. 430-446 ◽  
Author(s):  
Chris S. Hodkinson ◽  
Arthur E. Poropat
Keyword(s):  
Teaching Effectiveness ◽  
Educational Achievement ◽  
Chinese Students ◽  
Educational Practice ◽  
Chinese Student ◽  
Future Research ◽  
Electronic Interaction ◽  
Content Type ◽  
Cultural Elements ◽  
The Impact

Purpose – The purpose of this paper is to provide for Western educators of international Chinese and Confucian Heritage Culture (CHC) students the first integrated review of kiasu, the “fear of missing out”, and its consequences for learning, teaching, and future research. Design/methodology/approach – A review of the economic importance of international Chinese students is provided, followed by consideration of the pedagogical consequences of restricted participation in educational activities by the so-called “silent Chinese student”. Examination of research on international Chinese students and their source cultures established significant gaps and misunderstandings in the generally accepted understandings of CHCs, especially with respect to the actual practices used in Western and Chinese teaching. More importantly, the participation-related implications of kiasu within the context of broader cultural characteristics are described and implications drawn for teaching practices and research. Findings – While many Western university teachers are aware of the “silent Chinese student” phenomenon, few understand its underlying reasons, especially the kiasu mindset and its relationship to other cultural elements. Kiasu actively impedes the interaction of international Chinese students with their teachers and restricts collaboration with peers, thereby limiting educational achievement. Specific tactics for amelioration are reviewed and recommendations are provided, while an agenda for future research is outlined. Practical implications – Western teachers need to normalise and encourage Chinese student participation in class activities using tactics that have been demonstrated to improve outcomes for Chinese students, but that also assist students generally. These include both within-class and electronic interaction tools. Social implications – More culturally sensitive understanding of the impact of cultural differences on teaching effectiveness. While some effective responses to these already exist, further research is needed to expand the skill-set of Western teachers who work with international Chinese students. Originality/value – This paper provides the first systematic integration of the kiasu phenomenon with educational practice and research.

Changes in commitment to change among leaders in home help services

2015 ◽  
Vol 28 (3) ◽  
pp. 216-227 ◽  
Author(s):  
Kristina Westerberg ◽  
Susanne Tafvelin
Keyword(s):  
Organizational Change ◽  
Structured Interviews ◽  
Change Initiatives ◽  
Commitment To Change ◽  
Content Type ◽  
Team Meetings ◽  
Home Help ◽  
Home Help Services ◽  
One Year ◽  
Over Time

Purpose – The purpose of the this study was to explore the development of commitment to change among leaders in the home help services during organizational change and to study this development in relation to workload and stress. During organizational change initiatives, commitment to change among leaders is important to ensure the implementation of the change. However, little is known of development of commitment of change over time. Design/methodology/approach – The study used a qualitative design with semi-structured interviews with ten leaders by the time an organizational change initiative was launched and follow-up one year later. Thematic content analysis was used to analyze the interviews. Findings – Commitment to change is not static, but seems to develop over time and during organizational change. At the first interview, leaders had a varied pattern reflecting different dimensions of commitment to change. One year later, the differences between leaders’ commitment to change was less obvious. Differences in commitment to change had no apparent relationship with workload or stress. Research limitations/implications – The data were collected from one organization, and the number of participants were small which could affect the results on workload and stress in relation to commitment to change. Practical implications – It is important to support leaders during organizational change initiatives to maintain their commitment. One way to accomplish this is to use management team meetings to monitor how leaders perceive their situation. Originality/value – Qualitative, longitudinal and leader studies on commitment to change are all unusual, and taken together, this study shows new aspects of commitment.

Organizational change for sustainability education: a case study of one university’s efforts to create and implement institution-wide sustainability competencies

2021 ◽  
Vol 22 (3) ◽  
pp. 497-515
Author(s):  
Vanessa R. Levesque ◽  
Cameron P. Wake
Keyword(s):  
Organizational Change ◽  
Sustainability Education ◽  
Similar Process ◽  
Future Research ◽  
Content Type ◽  
Institutional Level ◽  
Institutional Sustainability ◽  
Context Specific ◽  
The University

Purpose The purpose of this study is to examine how the process of creating and implementing sustainability competencies across a university illuminate dynamics of organizational change. The push to advance education for sustainable development in higher education will likely require transformation of existing policies and practices. A set of shared sustainability competencies could guide the integration of sustainability throughout an institution. Design/methodology/approach This paper reports on a case study of one US university, the University of New Hampshire (UNH) that developed institutional-level sustainability competencies. The process used to create and implement sustainability competencies is outlined, and key factors that influenced the associated organizational change are identified. Findings Very few US universities have institutional-level sustainability competencies. At UNH, drivers of organizational change such as overcoming disciplinary boundaries, developing a common vision and working from the bottom-up enabled the creation of institutional sustainability competencies, but the same processes were not enough to drive deeper implementation of the competencies. Originality/value This paper not only identifies the context-specific drivers of the development of institutional sustainability competencies, but also identifies universal themes that can be applied to other institutions embarking on a similar process. Additionally, this paper serves as a foundation for future research exploring how the process of creating institutional sustainability competencies may be linked to how effective they are in shaping subsequent sustainability education.

Transnationality in the XXI century. Concept and indicators

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Grazia Ietto-Gillies
Keyword(s):  
Structural Changes ◽  
Transnational Corporation ◽  
First Century ◽  
Future Research ◽  
Content Type ◽  
Low Degree ◽  
Fixed Assets ◽  
Inclusive Concept ◽  
The Impact

Purpose The purpose of this paper is to analyse the impact of major structural changes on the conceptualization of the transnational corporation (TNC) based on foreign direct investment (FDI) and on indicators of transnationality. Design/methodology/approach Analysis of three major structural changes which impact the current conception of transnationality. They are: the rise of digital companies; the increased role of finance in the economy; externalization of activities via non-equity modalities (NEMs) with an impact on FDI and on the labour market. Findings The paper finds that the current concept of transnationality needs widening to take account of companies with a low degree of fixed assets abroad such as the digital and the financial companies and those internationalizing via NEMs, as well as to take account of the evolving relationship between TNCs and labour. Research limitations/implications Future research along the lines proposed should consider: working explicitly with the new, inclusive concept of transnationality and arrive at an empirical estimate of the proposed indices of transnationality which modify and amplify the current United Nations Conference on Trade and Development indices. Social implications Useful for understanding the nature of transnationality in the twenty-first century and for developing policies. Originality/value The paper proposes a new concept of transnationality and of the TNC, one that allows for new ways of organizing direct business activities abroad. It also proposes broadening the list of indicators of transnationality.

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