Individual Change Schemas, Core Discussion Network, and Participation in Change: an Exploratory Study of Macau Casino Employees

Abstract

Individuals' participation in organizational change is crucial to the success of a change initiative. We propose that such participation is based on three aspects of individual change schemas: change salience, change valence, and change inference. We further propose that the core discussion network of individuals may moderate the relationships between their change schemas and their participation in change. Using a sample of employees from a major casino operation in Macau, which suddenly faced intense competition after enjoying a 40-year monopoly, this study empirically examines how individuals' change schemas, participation in change, and core discussion network are related. The results support most of the hypotheses. Theoretical and managerial implications are discussed.

Employee attitudes toward organizational change in the Coastal Municipalities Water Utility in the Gaza Strip

“…Change salience is a cognitive affirmation of the need for change and the willingness to help make changes. Usually, an individual's assessment of change necessity involves a subjective comparison between his/her perceptions of the organization's current state and its desired state (Liu et al , 2009). Change valence refers to an individual's perceptions of the meaning and significance of a particular change.…”

“…Change valence refers to an individual's perceptions of the meaning and significance of a particular change. If employees perceive the change valence, they will be more supportive for the change process (Liu et al , 2009). Change inference describes the process by which individuals come to conclusions concerning the antecedents of the change, and estimate the probability of outcomes that will emerge from the change (Liu et al , 2009).…”

“…He found that the perceived organizational changes had positive effects on both attitudes toward organizational changes and organizational commitment. Liu et al (2009) studied the relation between individuals’ participation in organizational change and individual change schemas. Results showed that individuals’ perceptions of the change situation affect their subsequent change‐related behavior.…”

“…Change schema has three general dimensions identified as: change salience, change valence, and change inference. These dimensions serve as a framework for understanding the antecedents, significance, and consequences of change (Liu et al, 2009). Change salience is a cognitive affirmation of the need for change and the willingness to help make changes.…”