Understanding the individual’s reactions to the organizational change: a multidimensional approach
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Universidade Federal de Minas Gerais
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Artigo de periódico
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Resumo
Purpose – The objective of this research is to analyze in a multidimensional perspective the individual
responses to organizational change, specifically about the implementation of a new performance evaluation
system, investigating some antecedents of the individual reactions to change.
Design/methodology/approach – Companies from the education industry were surveyed, and
standardized questionnaires were applied. We obtained a sample size of 386 valid responses. The structural
equation modeling (SEM) was employed to assess the measurement model and test the hypotheses.
Findings –The results indicate positive reactions to the organizational change, without ambivalent responses.
Employees’ cognitive and behavioral reactions are influenced by the individuals’ anticipation and past similar
organizational change and do not depend on the perceived threat to social work life. The influence of group
pressure and organizational readiness on cognitive and behavioral reactions differs in the direction that group
pressure affects behaviors but not thoughts, and organizational readiness affects thoughts but not behaviors.
Research limitations/implications – Limitations include the inadequate measures of individuals’
emotional reaction, preventing this dimension from being tested.
Originality/value – This research provides theoretical contributions as the literature on organizational
change lacks a multidimensional view on individuals’ reactions to change. The main contribution of this study
is to investigate how each of the individual and organizational antecedents of the employees’ responses to the
change influences the cognitive and behavioral reactions towards the change employing a multidimensional
approach.
Abstract
Assunto
Desenvolvimento organizacional
Palavras-chave
Organizational change, Reactions to change, Resistance to change, Antecedents of organizational change, Performance evaluation
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Endereço externo
https://www.emerald.com/insight/content/doi/10.1108/jocm-09-2019-0279/full/html