Search

In the financial sector, the need for organizational change is impacted by the consequences of pandemic, changes in consumer needs, competition, climate change, and increasing number of financial technology start-ups. The banks play a vital role in the economies of countries, so the changes taking place in them are undoubtedly important, and the commitment of employees to change is considered a necessary condition for the successful implementation of change. However, the studies, investigating how different factors contribute to the employees’ commitment to change in the Lithuanian banking sector, are scant. Therefore, the aim of this article is to determine how transformational leadership style, organizational change goals, communication quality, and certainty affect employees’ commitment to change in banking sector organization. The results of the study demonstrate that transformational leadership style, quality of change communication, clarity of goals, and certainty increase employees’ commitment to change, and transformational leadership style increases employees’ commitment to change by acting as a mediator between organizational communication, clarity of organizational change goals, and other information that increases employees’ feeling of certainty. The findings provide insights for managers who want to support employees and seek the success of organizational changes. [ABSTRACT FROM AUTHOR]

This study aims to investigate the impact of organizational change in a public sector high-reliability context. Drawing on conservation of resources theory, our theoretical model posits that change can be stressful and cause negative affective reactions toward the change, which undermine adjustment and post-change functioning. A quantitative case study was carried out on a Dutch air force squadron undergoing a significant organizational change, including the collection of three waves of survey data from squadron members. The data underwent analysis through a process of moderated mediation. Consistently with the theoretically derived hypotheses, results show that negative affect toward the change predicted important adjustment indicators, that is, higher levels of work role overload and work errors. Furthermore, we found that the detrimental effects of negative affect were mitigated by the level of normative commitment to change, that is, the felt obligation to provide support for the change. Overall, the study's intended contribution lies in its detailed examination of change dynamics in the specific context of public high-reliability organizations and its potential to inform theory and practice in that area. [ABSTRACT FROM AUTHOR]

OBJECTIVE To investigate the effect of leadership styles on strategic leadership, as well as the integration and commitment to a change plan within a hospital environment. METHOD A quantitative study was conducted to measure the impact of leadership styles on the following factors: (a) strategic leadership, (b) integration of change, and (c) commitment to change. The research sample consisted of 280 employees working in general hospitals located in the area of Thessalia, Greece. The questionnaire used included several tools to measure the variables mentioned above. RESULTS The research revealed that the transformational leadership style's idealized influence and inspirational motivation characteristics were the most frequently adopted, while the passive laissez-faire style was the least utilized. Furthermore, the findings of this study showed a positive connection between both transactional and transformational leadership styles with the factors of strategic leadership, integration of change, and commitment to change. In contrast, the laissezfaire style exhibited a negative relationship with the variables of strategic leadership, integration of change, and commitment to change. CONCLUSIONS Effective leadership plays a crucial role in managing a health institute and successfully implementing a strategic organizational change plan. The commitment and integration of healthcare employees are essential assets for the successful execution of organizational change. [ABSTRACT FROM AUTHOR]

Purpose: This article aims to elucidate the effect of transformational leadership on commitment to change, assuming the existence of mediating variables (Leader–Member Exchange) influencing this relationship. Design/methodology/approach: Data was collected through a survey based on a sample of 240 observations (Tunisian context with respondents from the healthcare sector). These findings were processed using SPSS and AMOS 23 software, employing exploratory factor analysis and structural equation modeling. Findings: Research results affirm that leader–member exchange plays a mediating role between leadership styles and commitment to change. Research limitations/implications: Methodologically, the sample choice lacked diversity. Only hospitals were encompassed in this study. Hence, the generalizability of the results might be questioned. It is crucial to acknowledge that outcomes could vary based on culture and organizational type (Yu et al., 2002; Hechanova and Cementina-Olpoc, 2013). Moreover, our assessment of commitment to change relies on a unidimensional measurement scale focused on affective commitment. However, a multidimensional approach (Herscovitch and Meyer, 2002) could provide a more detailed understanding of the relationship between transformational leadership and different dimensions of commitment to change, including affective, normative and continuance commitment. Practical implications: On a practical level, the outcomes of this study hold significance for the healthcare domain, especially concerning change management and leadership within healthcare institutions. Grasping how transformational leadership can positively influence commitment to change through leader–member exchange offers healthcare managers concrete strategies to foster employee adherence to change initiatives. This understanding can be particularly crucial in a constantly evolving environment, where practices and protocols need adaptation to meet new requirements and medical advancements. Originality/value: This research clarifies how transformational leadership influences commitment to change through leader–member exchange. Furthermore, this study guides organizations toward cultivating transformational leaders. The strength of transformational leadership lies in its ability to channel and transform energies to evoke enthusiastic motivation for achieving anticipated goals (Bass, 1985). However, it's pivotal to recognize that transitioning from a manager-directed approach to an empowerment approach presents inherent challenges (Manz et al., 1990). Investing in leadership development, as underscored by this study, can yield tangible enhancements in commitment to change. [ABSTRACT FROM AUTHOR]

This article explores the significance of commitment to change in promoting digital transformation in Micro, Small, and Medium Enterprises (MSMEs) in Indonesia. The study aims to identify the key factors that influence the successful implementation of digital transformation initiatives in MSMEs. The article highlights the challenges faced by MSMEs in adopting digital technology and the impact of digitalization on their performance. It emphasizes the importance of employees having a strong commitment to change and undergoing digital transformation. The article provides practical solutions and strategies for enhancing the digitalization of MSMEs in Indonesia. [Extracted from the article]

The implementation of change in higher learning institutions is rapidly becoming a norm. Academics have to grapple with the changes imposed in order to remain relevant. With the introduction of the Malaysian Education Blueprint (2013–2025) and other factors, academics in higher learning institutions have had to change and ensure that change is sustainable. In line with this, one of the issues in the area of organisational change is commitment to change. The purpose of this paper is to determine the link between the academics' level of commitment to change and change-related behaviour in selected Islamic higher learning institutions in Malaysia. A survey method was applied, and questionnaires were distributed. Responses from 103 respondents were analysed using PLS-SEM. Results indicated that academics' level of affective commitment to change has an influence on cooperation and championing, while continuance commitment to change only influenced compliance. Normative commitment to change only has an influence on cooperation. Other than being the only study that focuses on Malaysian-Islamic higher learning institutions in studying commitment to change, the results of this research also provide insights on the behavioural outcomes of commitment to change, which is crucial for the success of change implementation. [ABSTRACT FROM AUTHOR]

Copyright of Jurnal Kawistara is the property of Graduate School of Universitas Gadjah Mada and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

This study aims to investigate the relationships among transformational leadership, followers' innovative behavior, commitment to change, and organizational support for creativity. First, we examine the mediating role of commitment to change in the relationship between transformational leadership and followers' innovative behavior, using both objective and subjective measures. Our results reveal that commitment to change indeed mediates this relationship. Second, we analyze whether the link between commitment to change and followers' innovative behavior is moderated by organizational support for creativity. We find that this relationship is stronger for individuals with high organizational support for creativity compared to those with low support. Empirical analysis was conducted using data collected from 535 managers in 11 subsidiaries of a financial institution in South Korea. This study contributes to the management discipline by resolving mixed outcomes between transformational leadership and followers' innovation and highlighting the influence of commitment to change and perceived organizational support for creativity on innovative behavior. [ABSTRACT FROM AUTHOR]

Empirical evidence increasingly suggests that supervisors' support significantly impacts employees' commitment to change and possibly diminishes their turnover intention. This study, conducted at a government university in Oman, investigated a mediated-effects model of leadership support and faculty turnover intention. The model proposes leadership support (supervisor support) as an antecedent of faculty turnover intention and commitment to accreditation-related change as a mediator in the leadership support–faculty turnover intention relationship. Survey data were collected from faculty members (n = 221) and analysed using structural equation modelling. Findings showed that leadership support greatly contributes to low faculty turnover intention and improves faculty's commitment to accreditation, which has a significant and direct impact on their turnover intention. Therefore, university-level leadership support, both directly and indirectly, shapes faculty's commitment to change. These results have significant implications for practice as well as for future research related to leadership support for academic accreditation in higher education institutions. [ABSTRACT FROM AUTHOR]

Considering that the relationship between workplace spirituality and organisational change has only recently sparked scholarly interest, the connection could be more evident, as research has only recently begun. Furthermore, there is a growing tendency to add spirituality as the fourth dimension to sustainability in addition to the environment, social responsibility, and the economy. This study contributes to the academic literature by examining the influence of workplace spirituality on lecturers' responses to change in their commitment to change and change-oriented organizational citizenship behaviour (C-OCB). Private universities in Banjarmasin, Indonesia, were selected to research these links. To collect data from 1050 instructors, self-administered questionnaires were used, and structural equation modelling (SEM) was performed. The findings demonstrated that the workplace spirituality level, exemplified by a solid connection to a higher power, humanity, and nature, affects the lecturers' commitment to change leading to change-oriented organizational citizenship behaviour (C-OCB), a dimension of OCB less researched. The findings offer a novel perspective on the relationship between workplace spirituality, lecturers' attitudes towards change, and change-oriented organizational citizenship behaviour (C-OCB) in higher education. Since this result has not been examined in the context of change in higher education, several consequences and suggestions for future research emerge. More studies could be used in future research, given that the literature in this area is still in its early stages. The current work is expected to spark future research on this intriguing and fertile issue. [ABSTRACT FROM AUTHOR]

Purpose: The study aims to adapt and validate the Indonesian version of the commitment to change scale that was initially developed by Herscovitch and Meyer. Methods: Data were collected using an online application among faculty members of several universities who have experienced policy changes from the Indonesian government regarding research-related issues. A total of 204 responses were obtained. The data was validated using the Content Validity Index (CVI), the Confirmatory Factor Analysis (CFA), the Convergent and Discriminant correlations as well as the Cronbach's alpha. Results: The results demonstrated that commitment to change could be represented by three dimensions of affective, continuance and normative commitment to change, although there is one item that must be adjusted. The results of the Scale-Content Validity Index (S-CVI) show that the commitment to change scale has excellent content validity (S-CVI/Ave = 0.97). CFA results show a good fit, Cronbach's alpha obtains good results with ACTC (α = 0.71); CCTC (α = 0.83); NCTC (α = 0.77) and Construct Reliability (CR) values obtained are also quite good with ACTC = 0.85; CCTC = 0.86; NCTC = 0.86. From the results of the convergent and discriminant validity tests, it was found that the affective commitment to change positively correlates with job satisfaction and negatively correlates with job stress. However, both continuance and normative commitment to change scale does not correlate with the two variables. Conclusion: The Indonesian version of the commitment to change scale shows good psychometric properties and has proven valid to provide the measurement of commitment to change, especially for the faculty members in Indonesia. [ABSTRACT FROM AUTHOR]

Copyright of Proceedings of the Islamic Pedagogical Faculty of the University of Zenica / Zbornik Radova Islamskog Pedagoškog Fakulteta u Zenici is the property of University of Zenica, Islamic Pedagogical Faculty and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Net promoter Score (NPS) has been used in many fields, such as software, clinical care, and websites, as a measure of customer satisfaction since 2003. With a single question, NPS methodology is thought to determine brand loyalty and intent to act based on experiences with the brand or product. In the current study, accredited continuing medical education or continuing education (CME/CE) was the product. Providers of CME have utilised NPS rating (the individual score on a scale of 0 to 10) to collect data about the value of the experience a clinician has with CME activities, but there has been no research to examine what it actually is associated with. This study looked to understand – relative to other self-reported and assessment outcomes in CME, what does NPS at the activity level indicate? From 155 online CME programmes (29,696 target audience learners with complete data), potential outcomes of CME, including whether knowledge or competence improved via assessment score, mean post-confidence rating, and whether one intended practices changes and was committed to those changes, were examined as predictors of NPS. NPS is unique in that it cannot be calculated at the individual level; individual scores must be aggregated, and then the percentage who selected ratings of 0 to 5 is subtracted from the percentage who selected 9 or 10. Results showed that percentage of learners who are committed to change predicts 70% of the variance in NPS, which suggests NPS is a valid indicator of intention to act. These results have implications for how we might, as a field, incorporate the utilisation of a single standardised question to examine the potential impact of online CME and call for additional research on whether NPS predicts change in clinical practice. [ABSTRACT FROM AUTHOR]

Purpose: This paper aims to report the results of a comprehensive literature review concerned with exploring the distinctive roles of the underlying multidimensional psychological mechanisms through which organizational culture (OC) affects TQM. Design/methodology/approach: A thorough review of the relevant existing studies focusing on the direct and indirect links between OC, employee readiness for change (ERFC), employee commitment to change (ECC) and TQM implementation was conducted. To identify studies to include in the review, electronic searches of prominent databases and journals were carried out for the period 1980 to 2020. Findings: The thorough analysis of relevant studies indicates that various types of OC influence TQM through certain psychological mechanisms namely ERFC dimensions and employee affective commitment to change. As a consequence, the paper develops a set of propositions and a novel integrative conceptual framework to explain the mediating roles of ERFCs and EACC in the OC–TQM relationship and then concludes by suggesting future lines of research and highlighting practical managerial implications. Originality/value: Drawing on academic perspectives from multiple literature streams, this study offers a more advanced understanding of the relationship between OC and TQM implementation via exploring multiple mediating paths. [ABSTRACT FROM AUTHOR]

Purpose: This paper aims to conclude and provide a review of the current literature on a commitment to change (C2C). Detailed research is provided on the operationalization and conceptualization of C2C. Design/methodology/approach: The review is conducted based on 55 research papers published in different journals at different times in the past on C2C. Findings: A complete framework from previous to latest literature has been depicted in the current paper on a C2C with their citation in the one study. Gaps that had not been addressed by previous authors are also highlighted to facilitate future researchers in regards to C2C. Especially in the context of quantitative studies gaps are highlighted in previous literature of C2C. Practical implications: Future researchers can study the highlighted gaps with regards to C2C. Further it provides researchers a brief summary of 55 researches on C2C. [ABSTRACT FROM AUTHOR]

Background: Palliative care educators should incorporate strategies that enhance application into practice by learners. Commitment-to-change is an approach to reinforce learning and encourage application into practice; immediately post-course learners commit to making changes in their practices as a result of participating in the course ("statements") and then several weeks or months later are prompted to reflect on their commitments ("reflections"). Aim: Explore if and how learners implemented into practice what they learned in a palliative care course, using commitment-to-change reflections. Design: Secondary analysis of post-course commitment statements and 4-months post-course commitment reflections submitted online by learners who participated in Pallium Canada's interprofessional, 2-day, Learning Essential Approaches to Palliative Care (LEAP) Core courses. Setting/participants: Primary care providers from across Canada and different profession who attended LEAP Core courses from 1 April 2015 to 31 March 2017. Results: About 1063 of 4636 learners (22.9%) who participated in the 244 courses delivered during the study period submitted a total of 4250 reflections 4 months post-course. Of these commitments, 3081 (72.5%) were implemented. The most common implemented commitments related to initiating palliative care early across diseases, pain and symptom management, use of clinical instruments, advance care planning, and interprofessional collaboration. Impact extended to patients, services, and colleagues. Barriers to implementation into practice included lack of time, and system-level factors such as lack of support by managers and untrained colleagues. Conclusions: Examples of benefits to patients, families, services, colleagues, and themselves were described as a result of participating in the courses. [ABSTRACT FROM AUTHOR]

Despite the requirement for continual change and development, change failure is omnipresent in health care, ranging from small technical errors within new systems, processes or technologies, through to breakdowns and large-scale disaster. Despite decades of research investment, consultancy and initiatives, creating a healthcare context that promotes clinician engagement with change remains elusive, with limited demonstrated progress. Affective commitment to change refers to commitment that is driven by a desire to support change based on its perceived benefits or value, as opposed to commitment that is based on a sense of obligation or the minimization of costs. Recent evidence from health-care contexts indicates that affective commitment to change drives change readiness more so than the individual's self-efficacy for dealing with the change. Considering evidence regarding the effect of affective commitment to change on individual and collective change readiness among health-care staff, we may need to reorient our current strategies for managing change. We explore the opportunities to enhance affective commitment to change and, in turn, change readiness through adopting values-based approaches to designing and executing change proposals with clinicians and service users. [ABSTRACT FROM AUTHOR]

Employee commitment to change is critical to the success of organisational change. This study draws upon social learning theory and examines the influence of both manager and team attitude toward change on employee commitment to change, with gender composition and power distance orientation as moderators. The sample comprised 291 employees and 38 managers from five Taiwanese companies that implemented knowledge management related technologies. The results showed that team attitude had a positive association with commitment to change. Power distance orientation negatively moderated the relationship between manager attitude and commitment to change, and it positively moderated the relationship between team attitude and commitment to change. There was also a three-way interaction among power distance orientation, gender composition, team attitude, and commitment to change. [ABSTRACT FROM AUTHOR]

The study aimed to identify the degree of perceived organizational support (POS) of faculty members and their commitment to academic accreditation (CTAA). Then, it explores the effect of POS on CTAA, gender, nationality, and administrative positions on them. Participants included a convenient sample of 221 faculty members from Sultan Qaboos University in Oman. Data analysis included measures of central tendency and structural equation modeling to conduct confirmatory factor analysis and build regression models. Results showed moderate degree of faculty POS and high level of CTAA. Significant gender difference is also observed for POS, with male faculty members showing higher POS and female members showing higher CTAA. In addition, non-Omani members reported significantly more POS and those with administrative positions reported significantly higher CTAA. Finally, empirical evidence is validated for the positive influence of POS on CTAA. [ABSTRACT FROM AUTHOR]

Purpose: Organizational change is usually stressful and destabilizing for employees, for whom coping with the induced stress is primordial to commit to the change. This paper aims to unravel how and when change recipients can enact different coping strategies and, ultimately, manifest different forms of commitment to change. Design/methodology/approach: We propose a theoretical model that identifies challenge appraisal and hindrance appraisal as two primary appraisals of organizational change that fuel, respectively, proactive and preventive coping strategies and, indirectly, affective and normative forms of commitment to change. Moreover, this framework suggests that coping strategies and commitment are influenced by the secondary appraisal of two vital resources – resilience and POS – allowing individuals to react effectively to primary change-related appraisals. Finally, the relationship between coping strategies and the components of commitment to change is proposed to be moderated by employees' regulatory focus. Findings: Using appraisal theory and conservation of resources theory as guiding frameworks, our integrated model describes the antecedents, processes and boundary conditions associated with coping with the stress of organizational change and how they ultimately influence commitment to it. Originality/value: This is the first theoretical paper to identify a conditional dual path to disclose the different reactions that change recipients can manifest in response to the stressful aspects of organizational change. [ABSTRACT FROM AUTHOR]

Studies on the effects of communication strategies applied by top management during organizational change are scarce. While first research indicates that a participatory communication strategy is more effective in evoking employees' commitment to change than a programmatic change communication strategy, how this effect occurs remains unclear. The present study addresses this gap by investigating perceived procedural fairness as mediating and past change experience as moderating factor in the relationship between communication strategy and commitment to change. Results of the quasi-experimental study indicate that participatory change communication strengthens fairness perceptions more than programmatic change communication does. Results indicate that perceived procedural fairness explains the effect of change communication strategy on commitment to change. No moderating but a direct effect of past change experiences was found. Results show the potential of participatory change communication, and the importance of procedural fairness early in change, which are valuable insights for managers who initiate change. [ABSTRACT FROM AUTHOR]

Transformation School Programme 2025 (TS25) is aimed to enhance school qualities and the success rate of students in Malaysia. TS25 also determines the 21st-century workforce demand and the Fourth Industrial Revolution needs. However, far fewer studies examined authentic leadership in the context of TS25, although teachers' commitment and job satisfaction mutually reinforced one another. Given the centrality of TS25, a comprehensive conceptual model incorporating authentic leadership, commitment to change, and job satisfaction was reported. The conceptual model was drawn from the authentic leadership theory, commitment to change model, and two-factor theory. Based on the proposed framework, it was found that employees' work attitudes and outcomes depended upon school leaders. School administrators might better consider successful and effective school leadership that is realised through authentic leadership for improvement. The proposed framework might better be recontextualised across leaders in broader Malaysian education to generate positive outcomes. [ABSTRACT FROM AUTHOR]

Purpose: Future organizations must focus on their ability to change to be sustainable, and this calls more attention to sustainability as an organizational issue. However, change initiatives often fail because of a lack of employee commitment. The purpose of this study is to examine how organizational culture and individual readiness for change (IRFC) relate to types of commitment to change. Design/methodology/approach: Survey data from a sample of 259 employees in a Norwegian public organization undergoing major strategic changes were used to test the hypothesized relations. Findings: The results show that flexible and stable organizational cultures did not relate differently to types of change commitment. This may indicate that the strength, rather than the type, of organizational culture is vital for change commitment. Nevertheless, a flexible organizational culture had a clearer relation to positive change commitment; in part through its positive relation with both change self-efficacy and negative personal valence. These are important dimensions of IRFC. Originality/value: The study contributes to a nuanced understanding of the role of contextual and individual factors in explaining various types of commitment to organizational change, in particular, by examining the distinction between flexible and stable organizational culture, as well as separate dimensions of IRFC. A flexible culture together with both of the included dimensions of IRFC is shown to be of importance in fostering affective commitment to change – the gold standard of change commitment. Recognizing sustainability as an organizational issue underscores the need for creating a culture conducive to change. [ABSTRACT FROM AUTHOR]

Purpose: The intense competitive and dynamic environment in mobile social-media market forces service providers to introduce incremental technological changes to achieve sustainable competitive advantage. The purpose of this paper is to investigate what and how the user attitude to change influences members' behavioral support for incremental technological change in mobile social media service. Design/methodology/approach: Using the tripartite model of attitude, this study examines the influence of the cognitive aspect (empowerment with change), affective aspect (arousal with change) and behavioral aspect (habit to change) of attitude toward change on members' behavioral support for incremental technological change. Drawing on the commitment to change theory, we assessed the underlying mechanism by which attitudes toward change influences behavioral support for incremental technological change through the two components of commitment to change (i.e. affective and normative commitment to change). We tested the model using structural equation modeling on the data collected from the popular mobile social media services in China. Findings: Our results indicate that the effect of empowerment with change, arousal with change and habit to change varies with different dimensions of commitment to change and significant influence of commitment to change on members' behavioral support for incremental technological change. Practical implications: The findings of this study contribute to better insights for services providers for implementing incremental technological change strategies. Originality/value: This study contributes to the theory of incremental technological changes by empirical examination of the impacts of users' attitudes toward change on members' behavioral support for incremental technological change in mobile social media. The paper extends the commitment to change theory with the discussion of the mediating effect of commitment to change in the continuing members' behavioral support for incremental technological change in mobile social media. [ABSTRACT FROM AUTHOR]

The outcomes model most applied in continuing education for the health professions evaluation is Moore and colleagues' conceptual framework. Examination of how the levels interact and the role of confidence and intention to change can help outcomes professionals understand better how to impact clinician practice and conductand report outcomes studies. The current study examined the relationships among knowledge and competence change, confidence change, and intention to change across 57 online oncology certified education programmes published from 2018 to 2020 on Medscape.org. Findings indicate that not only improvement in knowledge and competence but also reinforcement of knowledge and competence are significant predictors of changes in confidence. They also indicate that knowledge and competence influence intention to change through confidence. [ABSTRACT FROM AUTHOR]

The existence of a strategic change in a company or agency is not always acceptable to all employees, no matter how important the goals of the change are. Performance improvement is an indicator of change that is acceptable to companies and related agencies. Improving employee performance is one way for employees to succeed in realizing the vision and mission of the organization when a company or agency strategy changes. Although many factors will affect employee performance during change, it is necessary to foster employee readiness from the start from the leadership and company agencies in conveying the goals of change. Because leadership has been recognized as critical to the success of change because it can develop a strategy, vision, and culture of change and inspire employees to participate in change. For this reason, leaders change promoting behaviors who are connected through charismatics and commitment to change as variables that affect employee performance are important to examine in this study. This study uses a quantitative approach using a questionnaire and the Partial Least Square (PLS) method which is part of SEM. Respondents of this study were 42 civil servants of the Public Relations and Protocol Bureau of the Regional Secretariat of East Java Province. [ABSTRACT FROM AUTHOR]

The objective of this study is to examine the predicting role of technostress, on commitment to change. Further, this study assesses the moderating role of internal communication in the technostress and commitment to change relationship. A total of 225 administrative employees in public higher education institutions in the Northern Region of Peninsular Malaysia participated in the study. The findings indicated that techno-invasion and techno-insecurity were negatively associated to commitment to change, while techno-uncertainty was positively related to commitment to change. Internal communication was found to moderate the relationship between techno-uncertainty and commitment to change. Theoretical and practical ramifications are highlighted. [ABSTRACT FROM AUTHOR]

Purpose: Commitment to change is vital for the success of any organizational change initiative. However, despite a sustained increase in research interest on employees' commitment to change, there is still no consistency about the unidimensional or multi-dimensional construct of commitment to change, and previous research tends to ignore the impact vocational drivers may have on it. The paper aims to discuss these issues. Design/methodology/approach: Drawing on prospect theory, the authors extended Herscovitch and Meyer's (2002) commitment to change construct by developing and testing an additional dimension of commitment to change centered on employees' vocational commitment across two studies, adopting a longitudinal design within a Chinese context. As organizational change often has implications that impacts individual decision making, vocational development and work adjustments and attitudes within the workplace, the authors presented the case for vocational commitment to change as an important extension to the commitment to change literature. The authors first provided evidence for the internal consistency, factor structure and the validity of the commitment to change in the Chinese context. Subsequently, the authors examined the changes of employees' commitment to change across time, and demonstrated its predictive validity by exploring the relationship between commitment to change and change-related behaviors. Findings: The current research represents improvements in commitment to change measurement, provides construct clarification in the Asia context, and sheds light on theoretical and empirical evidence for how to support change in the Chinese context. Limitations, implications and directions for future research are further discussed. Originality/value: The current study responds to a call for research to further investigate the mechanisms of commitment to change within non-Western contexts, specifically within the Chinese context. Through a rigorous scale development process, the authors clarified Herscovitch and Meyer's (2002) commitment to change model and present an augmented model with a fourth dimension –vocational commitment to change. Furthermore, through a longitudinal study, the current study also demonstrates that the cultivation of commitment to change has great importance to improving employees' change-supportive behavior and reducing their resistance to change. This is consistent with cross-cultural research, which shows that Chinese individuals are more likely to possess inconsistent attitudes toward an object, including themselves, compared to Western individuals (Spencer-Rodgers et al., 2004). The study also explained the change of commitment to change over time, showing the significant relationships among the commitment to change and change-related behaviors. [ABSTRACT FROM AUTHOR]

Introduction: The value proposition of CME lies in its ability to elicit change in learners so new knowledge and skills are used to improve patient outcomes. In this study, we test the hypothesis that, in contrast to passive learning, education with an active engagement component has a greater impact on the motivation of learners to make changes in their practice. Methods: We analyzed nine educational formats produced by the American Academy of Family Physicians. CME program between 2015 and 2017. Postactivity learner evaluations were used to measure both satisfaction and "commitment to change"-- the percentage of learners who committed in making a change in their practice as a result of their participation. Results: We found education that was interactive and leveraged elements of social learning theory produced the greatest commitment to change the score. Lower scores were obtained for more passive education formats. By contrast, satisfaction scores were not significantly different between formats. Discussion: Our data demonstrate differences between commitment to change and educational format that could inform how format types might be better used to promote a behavior change. We also demonstrate that learner satisfaction has little or no value as a measure of educational efficacy. [ABSTRACT FROM AUTHOR]

Research Aims - The present study aimed to examine the relationship between transformational leadership, job satisfaction and employee commitment to organisational change. Design/Methodology/Approach - Extension of a three-component model was employed. The study sample consisted of 474 employees in organisations undergoing a significant organisational change in Vietnam. The data were analysed using a structural equation model (SEM). Research Findings - The study results show that transformational leadership has a positive and significant influence on job satisfaction and organisational commitment to change (affective commitment, normative commitment, continuance commitment). Job satisfaction is found to be positively and significantly related to employee affective commitment and normative commitment to organisational change. Theoretical Contribution/Originality - This study indicated the critical role of transformational leadership and job satisfaction on the commitment to organisational change in the context of an emerging economy. Managerial Implications in the Southeast Asian Context - Organisations should maintain employees' positive attitudes and behaviour by applying the transformational leadership style and ensuring job satisfaction, which plays a central role in the organisation by orienting employee psychology, motivation and positive behaviour to change Research Limitations and Implications - This study has certain limitations due to its sample and self-report questionnaire scale. The research model did not simultaneously test multiple antecedents (e.g., personality, context) and consequences of employee commitment to organisational change. There is a lack of empirical studies addressing the relationship between demographics and antecedents/consequences of commitment to change. [ABSTRACT FROM AUTHOR]

Purpose: Drawing from conservation of resources (COR) theory, this study empirically tests the impact of transformational leadership on commitment to and intention to support organizational change, proposing self-efficacy as a mediating mechanism. This study also aims to study whether the extent of change in the organization moderates the proposed relationship between transformational leadership, self-efficacy and change reactions. Design/methodology/approach: A survey was conducted with a sample of 298 employees going through a major organizational change. The proposed moderated mediation relationship was tested by using PROCESS macro. Findings: The findings showed that self-efficacy mediated the relationship between transformational leadership and reactions to change. Moreover, the extent of changes experienced by the employees moderated the relationship between self-efficacy and outcome variables. In other words, in high change contexts, self-efficacy appeared as a more salient and instrumental resource leading to positive reactions. Practical implications: The results guide change managers to display a transformational leadership style to enhance self-efficacy of change recipients to generate positive attitudes and behaviors during change. Also, this study shows that self-efficacy particularly gains importance when the extent of change is high. Originality/value: This study makes several important contributions to the organizational change literature. First, it shows that leaders play a crucial role in generating resources that enhance employees' positive reactions to change. Second, the conditional factor of the extent of change has not received much attention in the literature. This study raises attention to the fact that the importance of such resources may differ across low versus high extent of change contexts. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of the study was to develop and validate an integrative measure of commitment to change using a mixed-methods approach. Changes in employees' commitment to change over time were examined. Design/methodology/approach: This is a longitudinal study using participants in China. The researchers used a mixed-methods design. Findings: Three hypotheses were supported: 1. Initial and later commitment to change were positively correlated 2. Commitment to change and change supportive behaviour was positively correlated 3. Initial commitment to change was negatively related to resistance to change. Research limitations/implications: Construct clarification can be further examined across cultures to make its cross-cultural validity clearer. The research uses participants from a Chinese context and adds significantly to understanding of commitment to change in this culture. Practical implications: Employers would do well to attend to the needs and interests of employees who have higher vocational commitment to change. Originality/value: This research report gives data from participants from a Chinese cultural background which gives new information regarding vocational commitment to change and opens new areas for further research. [ABSTRACT FROM AUTHOR]

Purpose: This study has two purposes. Firstly, it aims to investigate whether self-efficacy constitutes one of the mechanisms by which transformational leadership impacts on employee positivity in reacting to change. Secondly, it aims to investigate whether the extent of change moderates the relationship between transformational leadership, self-efficacy and reactions to change. This study also explores the possibility that when the extent of change is higher, the effectiveness of transformational leadership may be lower. Design/methodology/approach: This study used a sample of employees where the organization was going through significant change. Employee ratings on specific scales were used to measure transformational leadership, self-efficacy, affective commitment to organizational change, and intention to support change. A cumulative change index was used to assess the number of changes employees had experienced during the change process. Findings: The results confirmed hypothesis 1 that transformational leadership was related to affective commitment and intention to support change and this was to a high level of statistical significance. Testing hypothesis 2 that self-efficacy mediated the effect of transformational leadership on commitment and intention to support change indicated that self-efficacy did mediate in this relationship confirming both hypothesis 2a and 2 b. The results did not support hypothesis 3a, with no significant interaction effect showing that the interaction between transformational leadership and self-efficacy did not differ between low versus high extent of change. However, the results did support hypothesis 3 b with the strength of the positive relationship between self-efficacy and reactions to change differing across high versus low extent of change. For both affective commitment and intention to support change, the interaction of self-efficacy and change index was significant. Research limitations/implications: Current weaknesses in the transformational leadership research include: a bias towards heroic leadership and away from collective and shared process of leadership, the underlying processes have not been clearly identified, lack of precision about situational variables that may impact on these processes. This paper does not address the first weakness. Practical implications: Self-efficacy gains importance when the extent of change is high. The results suggest that change managers should adopt a transformational style of leadership to enhance recipients' self-efficacy to generate positive attitudes and behaviours during change. They also suggest the selection and training of managers in transformational leadership attributes and also the inclusion of this in the monitoring of managers' behaviours in post. The research outlined in this paper makes a significant contribution to an organization's capacity to achieve change, particularly when the extent of change is high. Social implications: This research provides ways in which organizations can better achieve change through positive processes. Originality/value: Transformational leadership can create a vision of the future and inspire followers to work to achieve it and to build hope and confidence for the future. This can prevent or overcome resistance to or reluctance about change. Lack of alignment of values between employees and the organization can result in change failure. This paper provides original insight into how change can be achieved by transformational leadership building self-efficacy. [ABSTRACT FROM AUTHOR]

Purpose: This study aims to explore the moderating role of cynicism about change in the positive relationship between authentic leadership and employee commitment to change. Design/methodology/approach: This study used an exploratory research design with deductive approach to invite responses of doctors, nurses and para medical staff of public sector district hospitals, set to be privatized, on structured close-ended questionnaires. Data gathered from four hospitals chosen because they were undergoing restructuring that facilitated the testing of our propositions were analyzed through structural equation modeling using AMOS. A total of 271 usable responses (response rate of 65 per cent) were analyzed. Interaction and simple slope tests were applied to test moderating effects. Findings: Results indicate that authentic leadership is positively related to commitment to change. Cynicism about change moderated this positive relationship such that a high level of authentic leadership has a stronger impact on commitment to change when cynicism is low rather than when cynicism is high. Practical implications: Results show that in Pakistani hospitals undergoing restructuring, leaders who use authentic leadership will have followers who are more committed to enacting the planned changes, but this effect is magnified if followers are not cynical about the change. Thus, regulators of public sector hospitals may benefit from this study by developing authenticity in hospital leaders to mitigate cynicism about and enhance their commitment to change. Originality/value: This study is the first which has explored relationships among cynicism about change, authentic leadership and commitment to change in a privatization context of Pakistan. Findings should be tested in other cultural contexts to determine generalizability. [ABSTRACT FROM AUTHOR]

Purpose Emotions of school leaders influence school culture and structure. Understanding emotions is under-researched and under-theorized in non-western contexts, especially during educational change. The purpose of this paper is to understand the nature of the leadership team's (LT's) emotional responses to change, their coping strategies and conditions that maintain their commitment to change.Design/methodology/approach The study used intrinsic case study research, drawing on data from interviews and a focus group that illuminated perceptions of the LT in a school. The data set was analyzed following the general inductive approach.Findings The LT's experienced three critical incidents (CI) of educational change that provoked a range of intense negative and positive emotions, a national curriculum reform. Despite the team's attempt to cope with the national curriculum reform (i.e. CI1), negative emotions and unsupportive conditions challenged their commitment to change. In CI2, supportive conditions and effective personal coping strategies helped elicit positive emotions, which led to sustained commitment to change. Emotions experienced during the capacity-building program (i.e. CI3) were predominantly positive due to support from the school principal and coaches, resulting in sustained commitment to change.Research limitations/implications Findings from this small-scale case study in Lebanon are not generalizable to other contexts. The time lag could have affected the recollection of experiences. All participants were female, and their experiences might not reflect those of other school members affected by the changes.Practical implications Examining emotions during change uncovers insight into school leaders' subjective experience, facilitates a more nuanced understanding of change, and supports change implementation. Considering emotions during change informs the development of tailored interventions that provide effective support.Originality/value This study examines how emotions affect the success of educational change. Contrary to common understanding, change does not always generate negative emotions that impede implementation. School-based improvement creates structural and cultural conditions for effective change as it considers practitioners' socio-emotional needs, eliciting positive emotions. [ABSTRACT FROM AUTHOR]

Purpose The objective of this study is twofold. First, it examines the relationship between stressor factors (i.e. role overload, role conflict, role ambiguity, interpersonal conflict and organizational constraints) and commitment to change. Second, it investigates the moderating effect of internal communication in the hypothesized link.Design/methodology/approach A total of 225 administrative staff in the public higher education institutions located in the Northern Region of Peninsular Malaysia participated in the study. Structural equation modelling was used to test the hypotheses.Findings Role overload, role ambiguity and organizational constraints pose a substantial influence on commitment to change. Internal communication is a significant moderator in the association between role ambiguity and commitment to change.Research limitations/implications This study contributes to the Social Exchange Theory by assessing stressor factors as the predictors of commitment to change. Future studies can further extend the model by examining other variables related to stressor factors and extending the nomological networks of these factors in relation to commitment to organizational change.Practical implications This study makes explicit the need for management in public higher education institutions to consider stressor factors, particularly role overload, role ambiguity and organizational constraints, which affect the commitment to change. Furthermore, the aspect of internal communication in public higher education institutions deserves further attention by the management in alleviating role ambiguity and boosting commitment to change among the administrative staff.Originality/value The study is one of the pioneers to demonstrate that the presence of internal communication as a moderating factor in assessing the influence of stressors on commitment to change among administrative staff in public higher education institutions. Further, little empirical evidence on commitment to change in terms of normative, affective, and continuance in the setting of Malaysian public higher education institution is available in the literature. [ABSTRACT FROM AUTHOR]

Purpose The purpose of this paper is to examine differences in implicit change leadership schemas and their relationship with change management (CM) of employees of academic institutions and business enterprises.Design/methodology/approach This study used a quantitative approach through surveys with 645 employees in academic institutions and business enterprises. Path analysis and regression were conducted to determine the relationships between the constructs.Findings Results show that CM mediates the relationship of change leadership schemas and affective commitment to change in both business enterprises and academic institutions. However, differences were found in the change leadership schemas that predict perceived effectiveness of CM. Execution competencies predicted effectiveness of CM in business enterprises whereas strategic and social competencies predicted perceived effectiveness of CM in academic institutions.Research limitations/implications The limitations of the study were the use of self-report data and its cross-sectional design. Future research may use longitudinal designs and multiple sources of data to explore the relationship of change leadership schemas and perceived effectiveness of CM. Moreover, leadership schemas may be examined in other types of organizations such as non-profits, government agencies and social enterprises.Practical implications Results suggest that change leadership schemas are context-dependent. Thus, it is important to consider organizational culture and follower schemas when choosing change leaders and executing change. Moreover, differences in the saliences of change leader schemas by type of organization suggest the need to adopt contextually nuanced approaches to the selection and development of change leaders.Originality/value This paper contributes to organizational change literature by providing evidence of differences in change leadership schemas among academic institutions and business enterprises. [ABSTRACT FROM AUTHOR]

Implicit change leadership theory (ICLT) highlights the importance of determining congruence between the ideal and actual change leadership schemas of employees in successful change management. This paper utilized ICLT in exploring effective change leadership and management in secondary schools and examined how these influence teachers’ commitment to change. Data were gathered from 707 secondary school teachers from both private and public high schools in the Philippines. Findings indicated that (1) teachers seem to have a more holistic and integrative view of change leadership schemas than employees of business organizations, (2) teachers’ change leadership schemas significantly predicts perceived effectiveness of change management, and teachers’ affective commitment to change, and (3) perceived effectiveness of change management significantly mediates the effect of change leadership schemas on teachers’ affective commitment to change. This study expanded the applicability of ICLT in basic education settings and contributes to the understanding of effective change leadership and change management in schools. Implications on practice and further recommendations for school leaders are also discussed. [ABSTRACT FROM AUTHOR]

The goal of this study was to develop and validate behavioral measures of employees' commitment and resistance toward organizational change. The scales were developed using an "imposed etic-emic-derived etic" perspective, the act frequency approach, principal components and confirmatory factor analysis. Five Canadian government departments participated across the three stages of the study. The measures were tested in four departments (N = 583). Both scales were found to be valid and reliable. This study supports the following conclusions. First, resistance to change may not be as conceptualized in the management literature (i.e., strategies or behaviors used by employees to slow down or avoid the implementation of organisational change). Rather, our findings suggest that employees resist change by "voicing their concerns about change." Second, only those employees who are committed to the change are likely to make the effort to "voice their concerns" to those above them in the hierarchy. [ABSTRACT FROM AUTHOR]

Copyright of Electronic Turkish Studies is the property of Electronic Turkish Studies and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Timesizing, i.e. reduced work hours, has emerged as a less problematic alternative to layoffs. However, timesizing carries problems in terms of employee stress, attitudes, and performance. Based on the transactional theory of stress and the job demandsresources model, the authors proposed that timesizing proximity and perceived organizational support (POS) interactively predict employee stress appraisal and its outcomes. Through a field quasiexperiment involving 251 employees and their supervisors in a social service agency that was undergoing timesizing, the study found that higher POS minimized the effect of timesizing proximity on employees' stress appraisal. In turn, stress appraisal was related to a number of cross-sectionally assessed outcomes including emotional exhaustion, reduced affective commitment to change, and reduced extra-role performance. These results highlight POS as a key organizational resource that lessens the negative consequences of proximity to timesizing. [ABSTRACT FROM AUTHOR]

In the last three decades, there has been considerable advancement in the design of information systems used in organizations. Information systems facilitate critical organizational activities like recording and processing of business transactions, analyzing complex and large sets of data and generating management and executive level reports. However, their adoption is generally fraught with challenges because of the negative attitude of employees to the impending change in their work life. Considering the enormous investment of cost, time and effort in information system implementation, it is imperative for organizations to ensure long term returns. This requires them to bring about employee readiness, openness and commitment to implementation. The paper uses socio-technical theory to propose how measures like organizational development interventions can influence employee attitudes to information system implementation. Taking a crossdisciplinary approach and drawing upon existing theoretical and empirical literature, the paper examines characteristics of organizational development interventions, factors influencing employee attitudes to change, and determinants of information system implementation, to build the conceptual framework. [ABSTRACT FROM AUTHOR]

Objective: Prostate cancer (PCa) treatments often leave men with erectile dysfunction (ED). Even when ED treatments are effective in restoring men's ability to have an erection sufficient for intercourse, couples continue to struggle sexually. Effective treatments to help couples recover sexually are needed.Method: PCa patients and partners (N = 59 couples) attending a one-time couples' intimacy workshop, participated in an evaluation. The workshop, offered eight times over a 2-year period, emphasized a couples-based approach to treatment that enhances direct communication about sexuality and implementation of sexual recovery strategies that are consistent with the couple's values. Couples completed pre and post questionnaires (at baseline and 2 months later) assessing the primary outcome of relationship adjustment (Revised Dyadic Adjustment Scale) and secondary outcome of sexual function (Sexual Function Questionnaire). T-tests were employed to examine pre-post changes in scores. A small qualitative sub-study was conducted on the use of a Commitment to Change goal-setting exercise, completed during the workshop.Results: Results provide insight into the specific nature of improvements. Patients and partners showed improvements in relationship satisfaction. Improvements with small-to-medium effect sizes were observed for patients and partners sexual function; however, after adjusting for multiple comparisons, these changes were no longer statistically significant. The specific goals set by couples, and their achievement status, are presented.Conclusions: The workshop offers a comprehensive, one-session intervention to help couples implement a treatment plan to promote sexual recovery after PCa treatment. Given the observed improvements, progression to a randomized control trial is warranted. Copyright © 2016 John Wiley & Sons, Ltd. [ABSTRACT FROM AUTHOR]

Introduction: Reflection exposes performance gaps and is a step in the process of behavior change among adult learners. However, little is known about the relationships between reflection and behavior change in CME. Our objectives were to measure associations between validated reflection scores and behavior change among CME participants and to identify associations between reflection and characteristics of CME presentations. Methods: This was a cohort study of attendees at a national hospital medicine CME course. Participants provided reflection scores for each presentation and planned commitment-to-change (CTC) statements at the conclusion of the course. Reflection scores from 1 (strongly disagree) to 5 (strongly agree) were averaged for each presentation. CTC statements were linked to their accompanying presentations. A 3-month postcourse survey was conducted to assess if planned CTCs were successfully implemented. Results: In all, 223 of 281 participants (79.4%) returned evaluations. Of the 195 planned CTC statements available for postcourse analysis, 128 (65.6%) were implemented. Reflection scores correlated with the number of planned CTC statements across all presentations (Pearson correlation, 0.65; P < .001). In addition, higher reflection scores (mean [SD]) were associated with the presence of audience response opportunities (Yes: 4.13 [0.18] versus No: 3.96 [0.16]; P = .01) and the use of clinical cases (Yes: 4.09 [0.18] versus No: 3.86 [0.12]; P < .01). Discussion: To our knowledge, this is the first study to show a relationship between participant reflection and CTC in conferencebased CME. Presentations that incorporate clinical cases and audience response systems seem to stimulate participant reflection and behavior change. [ABSTRACT FROM AUTHOR]

Purpose The purpose of this paper is to investigate the factors that impact the success of an organizational change within an organization under study.Design/methodology/approach Five hypotheses were developed to investigate independent variables as possible factors affecting employees’ commitment to change. The research is based on a three-step process consisting of a literature review and field research through survey and interviews. The literature review served to establish an important foundation for understanding the problem. The field research involved employees taking part in the change completing a survey. Individual interviews were also conducted with management level employees actively involved in the change process. The paper is an empirical-based case analysis.Findings The results demonstrate that employees’ commitment to change, in this organization, can be improved through increasing formal and informal communication, creating adaptive organizational systems and enhancing the role of transformational leaders during the change.Research limitations/implications Sample size was affected due to the limited availability of employees during a specific organizational cycle. Increased sample size would allow further investigation about employees’ commitment to change. Additional research could be done on how the company’s systems and practices can be adapted to change.Practical implications The success of a change project is critical for its future strategy and major project implementation. It is crucial that a systematic process be followed to implement this change. It is suggested that the John Kotter’s “eight” step change management model be adopted as a framework to the implementation plan.Social implications New behaviors are subject to degradation if they are not ingrained in social norms and shared values, i.e. if they do not become part of the culture. Managers emphasized that, even though they are creating a new team, they recognize the importance not to create a “Monster” or a new alien culture. Leaders must make sure that all new behaviors required for the integration become part of the existing culture.Originality/value The paper provides insight in some of the factors that lead to a successful organizational change and team integration. The paper recommends four steps to address communication, organizational systems and culture to improve employees’ commitment to change. [ABSTRACT FROM AUTHOR]

Kurt Lewin has been regarded as the father of planned change. His classical three-step model though has provided the basis for different models of change, yet has been criticized for its linearity, unsuitability for continuous change and inability to incorporate leader–follower relationship dynamics. This study has responded to various criticisms by introducing new three-step model as a replica of the three-step model while integrating it with the theory of planned behaviour. For leader–follower relationship dynamics, this study tested the impact of well-needed authentic leadership on employee perceptions during change. Following positivistic approach and deductive reasoning, this study used causal design to collect primary data through Questionnaire survey based on simple random sampling technique. The data were collected from 258 employees of three public sector hospitals of Pakistan undergoing restructuring and analysed through structural equation modelling using AMOS. The results suggest that for successful implementation of planned change, authentic leaders need to create employees’ readiness for change (unfreezing) that will in turn develop their commitment to change (moving) and behavioural support for change (refreezing). This is the first study regarding the role of authentic leadership in the context of change. The findings will help change leaders to undertake better employee-accepted change initiatives by following Lewin’s model as a tool that is still relevant to the organizational change. [ABSTRACT FROM PUBLISHER]

The implementation of organizational change is a considerable challenge for public organizations. Recent studies have highlighted the importance of leadership in change processes in public organizations, but limited empirical evidence exists. Moreover, the contribution of change leadership in organizational change is likely to be dependent on the particular characteristics of public organizations. This study concerns the relationship between direct supervisors’ change leadership and the commitment to change of change recipients, and examines to what extent this relationship is related to the bureaucratic features that often characterize public organizations. The findings indicate that change leadership contributes to change recipients’ commitment to change by providing high-quality change communication and stimulating employee participation in the implementation of change. However, the findings also indicate that red tape perceptions of change recipients and a low reliance on a transformational leadership style impede the potential of change leadership to bring about employee participation in the implementation of change. [ABSTRACT FROM AUTHOR]

Purpose The purpose of this paper is to examine the relationship between value congruence and affective commitment to change as well as to test the moderating roles of psychological contract breach and workplace ostracism on that very relationship.Design/methodology/approach Data were collected from 13 university hospitals in Turkey. The sample included 1,113 randomly chosen certified nurses and head nurses of their units. The moderating roles of psychological contract breach and workplace ostracism on the value congruence and affective commitment to change relationship were tested using the moderated hierarchical regression analysis.Findings The moderated hierarchical regression analysis results revealed a significant positive relationship between value congruence and employees’ commitment to change. In addition, this very relation was weaker when both psychological contract breach and workplace ostracism were higher than when they were lower.Practical implications This study showed that employee perception of value congruence increased employee’s affective commitment to change. Organizations can enhance employees’ affective commit by recruiting individuals who fit well within their organizations’ characteristics and by encouraging supervisors to develop close, supportive relationships with subordinates. Moreover, recognizing that employees are likely to experience concern and discomfort about a change initiative along with the fact that such psychological states (psychological contract breach or workplace ostracism) can dramatically impact the effectiveness of change efforts can help organizations to better plan change-related strategies geared towards managing properly such potentially harmful reactions.Originality/value The study provides new insights into the influence that value congruence may have on affective commitment to change and the moderating roles of psychological contract breach and workplace ostracism in the link between value congruence and change commitment. The paper also offers a practical assistance to employees in healthcare management and their leaders interested in building trust, increasing person-organization fit and change commitment, and lowering workplace ostracism. [ABSTRACT FROM AUTHOR]

We propose and test a theoretical framework concerning the relationship between transformational leadership behaviour and affective commitment to change in a public sector context. We apply change management theory to explain how direct supervisors contribute to processes of organizational change, thereby increasing affective commitment to change among employees. While the change leadership literature emphasizes the role of executive managers during change, we conclude that the transformational leadership behaviour of direct supervisors is an important contribution to the successful implementation of change. Furthermore, the results show how the specific context of public organizations determines the transformational leadership behaviour of direct supervisors. [ABSTRACT FROM AUTHOR]

Purpose – Commitment to change (C2C), focal and discretionary behaviors are under-researched areas in the context of developing countries such as Pakistan. The purpose of this paper is to analyze the impact of change readiness on employee’s C2C, focal and discretionary behaviors when controlling for gender, qualification, experience, and marital status. In addition, the goal of this study is to determine whether the three-component model of Herscovitch and Meyer (2002) may also be applied in the private manufacturing companies of Karachi (Pakistan). Design/methodology/approach – A sample of 205 fulltime employees having administrative and managerial responsibilities in the manufacturing operations is drawn from the manufacturing companies of Karachi undergoing major technological change. Exploratory and confirmatory factor analyses are used to evaluate the reliability and validity of the measurement model. Besides, hypotheses are tested using structural equation modeling in AMOS version 22. Findings – The standardized estimates of SEM revealed a very good model fit between the structural model and the sample drawn using different modification indices. The results show that appropriateness has significant positive impact on affective C2C and negative impact on continuance C2C when controlling for gender, qualification, and experience. Moreover, affective C2C has significant positive impact on compliance behavior. However, the continuance C2C has significant negative impact and normative C2C has significant positive impact on cooperation when controlling for marital status. The findings may be generalized on other private manufacturing organizations of Karachi. Originality/value – This study is one of the first to empirically establish a relationship among change readiness, C2C and active/passive change-related behaviors in the private manufacturing companies of Pakistan. One of the important theoretical contributions of the study is that the three-component model which has been empirically tested in various socio-economic settings in the Western context and in a Pakistani public sector organization may also be employed in the private manufacturing organizations of Pakistan. In particular, with respect to research instrument of “readiness for change” scale, it is also argued that the scale of the fourth dimension (i.e. personally beneficial) needs major revision by adding five to seven Likert-scale items having good content validity and high internal consistency of the measuring scale in the Pakistani context. [ABSTRACT FROM AUTHOR]