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Daily work contexts and resistance to organisational change : the role of leader-member exchange, development climate, and change process characteristics.

By K. van Dam, S. Oreg and B. Schyns

Abstract

In the last decade, researchers have started to investigate the psychological processes that are involved in employees’ experiences of organisational change. The present study examined how characteristics of the daily work context related to employees’ resistance to change through aspects of the change process. The results supported the research model, showing that the relationships of leader–member exchange and perceived development climate with employees’ resistance to a merger were fully mediated by three change process characteristics (i.e. information, participation, and trust in management). In addition, two individual-level characteristics (i.e. openness to job changes, and organisational tenure) showed significant relationships with resistance to change. Employees’ role breadth self-efficacy was not related to resistance. Together, the results suggest a number of ways in which organisations can increase the effectiveness of their change efforts.\ud \ud Au cours de la dernière décennie, les chercheurs ont commencéàétudier les processus psychologiques à l’œvre dans les expériences des employés lors d’un changement organisationnel. La présente étude examine la façon dont les caractéristiques d’un contexte de travail quotidien sont en lien avec la résistance au changement des salariés à travers certains aspects du processus de changement. Les résultats confirment le modèle de recherche en montrant que les relations de LMX (Leader–Member Exchange) et du climat de développement perçu avec la résistance des salariés à une fusion étaient totalement médiées par trois caractéristiques processuelles de changement (l’information, la participation et la confiance dans la direction). De plus, les caractéristiques individuelles (ouverture aux changements de travail et titularisation au sein de l’organisation) sont significativement liées à la résistance au changement. L’efficacité de l’ampleur du rôle des salariés n’est pas liée à la résistance. Ensemble, ces résultats ouvrent quelques voies que les organisations peuvent utiliser pour augmenter l’efficacité de leurs efforts de changement.\u

Topics: Organizational change, Resistance to change, LMX, Development climate, Change process.
Publisher: Blackwell
Year: 2008
DOI identifier: 10.1111/j.1464-0597.2007.00311.x
OAI identifier: oai:dro.dur.ac.uk.OAI2:7729
Journal:

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