Daily Work Contexts and Resistance to Organisational Change: The Role of Leader–Member Exchange, Development Climate, and Change Process Characteristics

Dam, Karen van; Oreg, Shaul; Schyns, Birgit

doi:10.1111/j.1464-0597.2007.00311.x

Cited by 275 publications

(277 citation statements)

References 75 publications

(130 reference statements)

Supporting

Mentioning

248

Contrasting

Unclassified

Order By: Relevance

“…the ADAPTING TO CHANGE: CHANGE INFORMATION AND MEANING-MAKING 23 actual implementation phase) had a positive effect on adaptive attitudes at T3 (unlike the T1-T2 relation). In line with previous studies (Jimmieson et al, 2004;Van Dam, Oreg & Schyns, 2007;Wanberg & Banas, 2000) our study shows that information regarding the change is very important, in that it positively affects adaptive attitudes. At T3, although the formal implementation phase was completed, employees still needed to get used to the postreorganization situation.…”

Section: From Change Implementation Towards "Re-freezing"supporting

confidence: 79%

Adapting to change: The value of change information and meaning-making

Heuvel

Demerouti

Bakker

et al. 2013

Journal of Vocational Behavior

108

View full text Add to dashboard Cite

General rightsIt is not permitted to download or to forward/distribute the text or part of it without the consent of the author(s) and/or copyright holder(s), other than for strictly personal, individual use, unless the work is under an open content license (like Creative Commons). Disclaimer/Complaints regulationsIf you believe that digital publication of certain material infringes any of your rights or (privacy) interests, please let the Library know, stating your reasons. In case of a legitimate complaint, the Library will make the material inaccessible and/or remove it from the website. Please Ask the Library: http://uba.uva.nl/en/contact, or a letter to: Library of the University of Amsterdam, Secretariat, Singel 425, 1012 WP Amsterdam, The Netherlands. You will be contacted as soon as possible. AbstractThe purpose of this 3-wave study is to examine the micro process of how employees adapt to change over time. We combined Conservation of Resources theory with insights from the organizational change literature to study employees in a Dutch police district undergoing reorganization. A model was tested where employee adaptability, operationalized by the presence of resources, predicts individual adaptive attitudes as well as adaptive behavior over time. Change information was included as a contextual change resource and meaning-making as a personal change resource. The research design allowed for examining longitudinal relationships by capturing data (1) before (Time 1), (2) during (Time 2), and (3) after change implementation (Time 3). We expected adaptability before and during change implementation to predict adaptive attitudes and adaptive behavior (both during and after change implementation). In addition, different indirect effects were tested. Structural equation modeling analyses supported most of the hypothesized relationships between resources and outcomes, although relationships differed from T1 to T2 and from T2 to T3. T1 change information triggered T2 meaning-making which translated into T3 adaptive behavior. The relevance of meaning-making and change information as important predictors of adaptive behavior is emphasized. Implications of these longitudinal findings are discussed.

show abstract

Section: From Change Implementation Towards "Re-freezing"supporting

confidence: 79%

Adapting to change: The value of change information and meaning-making

Heuvel

Demerouti

Bakker

et al. 2013

Journal of Vocational Behavior

108

View full text Add to dashboard Cite

show abstract

“…Those employees who are ready for organizational change are more likely to show commitment towards change. Employees working under a participative leader are more likely to show change readiness as participative leaders listen to their followers and answer their concerns related to business matters (Dam, Oreg & Schyns, 2008). Social learning perspective also suggests that employees learn from their surroundings and it is due to this continuous learning process that they imitate the behavior of their leader (Bandura, 1978).…”

Section: Literature Reviewmentioning

confidence: 99%

Does Participative Leadership Promote Innovative Work Behavior: The Moderated Mediation Model

Fatima¹,

Majeed²,

Saeed³

2017

BER

View full text Add to dashboard Cite

show abstract

“…Citizenship performance was coded when the study employed self-, leader-, or peer-rated measures of organizational citizenship behaviors (OCB), contextual performance, or extra-role behaviors, such as those developed by Podsakoff et al (1990) and Williams and Anderson (1991). Counterproductive performance coding included objective measures of absenteeism (e.g., van Dierendonck, Le Blanc & van Breukelen, 2002), withdrawal behaviors (e.g., Erdogan & Bauer, 2010), and reported accidents (e.g., Hofmann & Morgeson, 1999); self-rated measures of psychological withdrawal (e.g., Aryee & Chen, 2006), resistance to change (e.g., van Dam, et al, 2008), and counterproductive behavior (e.g., Lindsay, 2009); leader-rated scales of retaliation behavior (e.g., Townsend, Phillips & Elkins, 2000) and social loafing (e.g., Murphy, Wayne, Liden & Erdogan, 2003;Murphy, 1998).…”

mentioning

confidence: 99%

Leader-member Exchange (LMX) and Performance: A Meta-Analytic Review

Martin¹,

Guillaume

Thomas³

et al. 2014

AMPROC

188

359

View full text Add to dashboard Cite

This paper reports a meta-analysis that examines the relation between Leader-Member Exchange (LMX) relationship quality and a multi-dimensional model of work performance (task, citizenship and counterproductive performance). The results show a positive relationship between LMX and task performance (146 samples, ρ= .30), citizenship performance (97 samples, ρ= .34) and negatively with counterproductive performance (19 samples, ρ= -.24). Of note, there was a positive relationship between LMX and objective task performance (20 samples, ρ = .24). Trust, motivation, empowerment and job satisfaction mediated the relationship between LMX and task and citizenship performance with trust in the leader having the largest effect. There was no difference due to LMX measurement instrument (e.g., LMX7, LMX-MDM). Overall, the relationship between LMX and performance was weaker when (i) measures were obtained from a different source or method and (ii) LMX was measured by the follower than the leader (with common source and method biased effects stronger for leader-rated LMX quality). Finally, there was evidence for LMX leading to task performance but not for reverse or reciprocal directions of effects.

show abstract

Daily Work Contexts and Resistance to Organisational Change: The Role of Leader–Member Exchange, Development Climate, and Change Process Characteristics

Cited by 275 publications

References 75 publications

Adapting to change: The value of change information and meaning-making

Adapting to change: The value of change information and meaning-making

Does Participative Leadership Promote Innovative Work Behavior: The Moderated Mediation Model

Leader-member Exchange (LMX) and Performance: A Meta-Analytic Review

Contact Info

Product

Resources

About