A framework for assessing commitment to change. Process and context variables of organizational change

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A framework for assessing commitment to change. Process and context variables of organizational change

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Geert Devos ()
Karlien Vanderheyden ()
Herman Van den Broeck () (Vlerick Leuven Gent Management School)

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Abstract

Major organizational changes yield limited success. Failure of change is frequently due to a lack of commitment and motivation of the employees who have to implement the change. In this paper a framework is developed in which employees' emotional involvement and their commitment to change is explained by change process variables and internal context variables. The process variables refer to the different aspects organizations have to follow in implementing fundamental changes. The internal context variables are located at the organizational, work unit and individual level. We found that emotional involvement is an important mediating variable between change process and context variables and commitment to change. To explore the merits of this framework, we studied the perceptions of employees involved in major changes of different organizations. Results indicated that the organizations change history, jobsatisfaction, participation in the change process, availability of time and emotional involvement are important variables in understanding commitment to change. Study findings are discussed and implications for research and theory-building are suggested. Key words: organizational change, commitment, emotional involvement

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Paper provided by Vlerick Leuven Gent Management School in its series Vlerick Leuven Gent Management School Working Paper Series with number 2002-11.

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Length: 31 pages
Date of creation: 25 Apr 2002
Date of revision:
Handle: RePEc:vlg:vlgwps:2002-11

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This paper has been announced in the following NEP Reports:

NEP-ALL-2002-12-02 (All new papers)
NEP-CBE-2002-12-02 (Cognitive & Behavioural Economics)

References listed on IDEAS
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Christophe Boone & Arjen Witteloostuijn, 1996. "Ceo Locus of Control and Small Firm Performance: an Integrative Framework and Empirical Test," Journal of Management Studies, Blackwell Publishing, vol. 33(5), pages 667-700, 09. [Downloadable!] (restricted)

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Cited by:
(explanations, Please report citation or reference errors to , or , if you are the registered author of the cited work, log in to your RePEc Author Service profile, click on "citations" and make appropriate adjustments.)

A. Willem & H. Scarbrough & M. Buelens, 2007. "Impact Of Coherent Versus Multiple Identities On Knowledge Integration," Working Papers of Faculty of Economics and Business Administration, Ghent University, Belgium 07/464, Ghent University, Faculty of Economics and Business Administration. [Downloadable!]
Other versions:
- Willem, A. & Scarbrough, H. & Buelens, M., 2007. "Impact of coherent versus multiple identities on knowledge integration," Vlerick Leuven Gent Management School Working Paper Series 2007-28, Vlerick Leuven Gent Management School. [Downloadable!]
Annick Willem & Marc Buelens, 2003. "Making competencies cross business unit boundaries: the interplay between inter-unit coordination, trust and knowledge transferability," Vlerick Leuven Gent Management School Working Paper Series 2003-10, Vlerick Leuven Gent Management School. [Downloadable!]
Other versions:
- A. Willem & M. Buelens, 2003. "Making Competencies Cross Business Unit Boundaries: The Interplay between Inter-Unit Coordination, Trust and Knowledge Transferability," Working Papers of Faculty of Economics and Business Administration, Ghent University, Belgium 03/176, Ghent University, Faculty of Economics and Business Administration. [Downloadable!]
A. Willem & M. Buelens, 2005. "Knowledge Sharing in Public Sector Organizations: The Effect of Organizational Characteristics on Interdepartmental Knowledge Sharing," Working Papers of Faculty of Economics and Business Administration, Ghent University, Belgium 05/344, Ghent University, Faculty of Economics and Business Administration. [Downloadable!]

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