Identifying the antecedents of coping with an organizational acquisition: a structural assessment

Abstract

This study used Lazarus and Folkman's (1984) cognitive–phenomenological model of coping and Lazarus's (1991) theory of emotions to develop and test a model of how individuals cope with an organizational acquisition. The model identifies the origins and process used to select both problem‐focused and emotion‐focused coping strategies. Covariance structure analysis of data from 172 individuals indicated that problem‐focused coping was directly influenced by primary appraisal and negative emotion, while only certain types of emotion‐focused coping were directly related to negative emotion. All coping strategies were impacted by social support. Furthermore, negative emotion was predicted by primary appraisal, which in turn was related to perceived control, coping efficacy, and environmental conditions. Recommendations for future research and applications are discussed. Copyright © 2000 John Wiley & Sons, Ltd.

The six emotional stages of organizational change

“…It is often perceived negatively because the changes are seen as threats or injuries (Scheck and Kinicki, 2000). Other research (e.g., Fay and Frese, 2001;Luthans et al, 2007;Fugate et al, 2012) addresses organizational change from a different approach, stating that the perception of change, positive or negative, is an individual trait that is context-dependent.…”

“…Other research (e.g., Fay and Frese, 2001;Luthans et al, 2007;Fugate et al, 2012) addresses organizational change from a different approach, stating that the perception of change, positive or negative, is an individual trait that is context-dependent. Negative perceptions of change have given rise to great interest in organizational research, given its importance in the aftermath of organizational changes (e.g., Scheck and Kinicki, 2000;Weeks et al, 2004;Bankins, 2015). THE SIX EMOTIONAL STAGES OF ORGANIZATIONAL CHANGE 8 Kotter and Schlesinger (2008) found that employees react in one of three ways during organizational change: passively, aggressively or honestly.…”

“…Because it was designed to model coping with grief, it was found to be an adequate starting point when organizational change is negatively perceived. Additionally, this model was selected because: (1) it allows for non-linearity between the stages, since as Ashford and Thylor (1990) and Scheck and Kinicki (2000) determine, organizational changes should be considered as discontinuous and therefore flexible processes. If our purpose is to find a model that identifies the emotional stages of change when it is perceived as negative, we must predict that it will allow for non-linearity.…”

Is psychosocial risk prevention possible? Deconstructing common presumptions

“…Both business downsizing and expanding have been shown to influence employee well-being through the experience of stress, anxiety and burnout (e.g. Ferrie et al, 2008;Haruyama et al, 2008;Scheck & Kinicki, 2000;.…”

The effects of psychological contract breach on various employee level outcomes: The moderating role of Islamic work ethic and adversity quotient

“…In fact, Griffin's work demonstrated that personality traits perception can influence work outcomes. Likewise, Scheck and Kinicki (2000) identified that individual difference in personality perceive an event in different ways based on their dispositions. Raja et al (2004) investigated moderating effects personality types (neuroticism, extraversion, conscientiousness, self-esteem, equity sensitivity and locus of control) on the relations of contract breach and possible work outcomes.…”