2007
DOI: 10.3200/socp.147.6.607-630
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Contribution of Content, Context, and Process to Understanding Openness to Organizational Change: Two Experimental Simulation Studies

Abstract: The authors examined the contribution of the content, context, and process of organizational transformation to employees' openness to change. The authors predicted that 5 factors would have a positive effect on openness to change: (a) threatening character of organizational change (content related), (b) trust in executive management (context related), (c) trust in the supervisor (context related), (d) history of change (context related), and (e) participation in the change effort (process related). The authors… Show more

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Cited by 185 publications
(217 citation statements)
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“…These findings do not support most studies in the area, which rest on assertions about whether psychological uncertainty, risk and damages cause a perception of injustice, absence of well-being at work and illness (Devos et al, 2007;Rafferty & Griffin, 2006;Rafferty & Restubog, 2010;Robbins et al, 2012;Self et al, 2007;Spreitzer & Mishra, 2000). These results can be characteristic of the organizational change situation studied in this organization.…”
Section: Discussioncontrasting
confidence: 51%
See 1 more Smart Citation
“…These findings do not support most studies in the area, which rest on assertions about whether psychological uncertainty, risk and damages cause a perception of injustice, absence of well-being at work and illness (Devos et al, 2007;Rafferty & Griffin, 2006;Rafferty & Restubog, 2010;Robbins et al, 2012;Self et al, 2007;Spreitzer & Mishra, 2000). These results can be characteristic of the organizational change situation studied in this organization.…”
Section: Discussioncontrasting
confidence: 51%
“…Other attributes of the change context found in the literature are previous histories with change processes, intensity of communication, degree of perceived risk of changes and future perspectives of new change processes (Cunningham, 2006;Devos, Buelens, & Bouckenooghe, 2007;Kalimo et al, 2003;Self et al, 2007). The authors associated these variables with the employees' commitment during the interventions for change (Cunningham, 2006), with the individuals' opening to accept the change process and to adopt the desired behaviors (Devos et al, 2007), the affective reactions during the change (Self et al, 2007), the perception of justice in the organization and the individuals' well-being (Kalimo et al, 2003).…”
Section: Characteristics Of Organizational Change Contextmentioning
confidence: 99%
“…Trust is not only found to be of considerable importance when attempting to explain employee responses to organizational change (see, e.g., Devos, Buelens, & Bouckenooghe, 2007;Mishra & Spreitzer, 1998); there is also empirical support for the mediating role of trust in the relationship between change information or communication and employees' responses to change. Armenakis et al (1993), studying change agents' intervention opportunities in social information processing in times of organizational change, identified persuasive communication and the management of external sources of information as powerful influence strategies to increase the readiness to change among employees.…”
Section: The Mediating Role Of Trustmentioning
confidence: 99%
“…In line with this tendency, this research aims to identify the characteristics of the change context and link these to the results of perceived change, support to learning and the competences learned during the change process. This paper defines context as the dimensions that characterize organizational change in terms of planning, degree of risk and the intensity with which it affects participants (Cunningham, 2006;Devos et al, 2007;Kalimo et al, 2003). The results of organizational changes perceived by individuals are adopted as criteria to evaluate the success or failure of changes (Armenakis & Bedeian, 1999).…”
Section: Organizational Change Results and Performance Of Competencementioning
confidence: 99%