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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)

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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Bibliographic Info

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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  1. Boone, C.A.J.J. & Brabander, B. de & Witteloostuijn, A. van, 1996. "CEO locus of control and small firm performance: an integrative framework and empirical test," Open Access publications from Tilburg University urn:nbn:nl:ui:12-5373484, Tilburg University.
  2. Christophe Boone & Arjen Witteloostuijn, 1996. "Ceo Locus of Control and Small Firm Performance: an Integrative Framework and Empirical Test," Journal of Management Studies, Wiley Blackwell, vol. 33(5), pages 667-700, 09.
  3. Kets de Vries, Manfred F. R. & Balazs, Katharina, 1998. "Beyond the quick fix:: The psychodynamics of organizational transformation and change," European Management Journal, Elsevier, vol. 16(5), pages 611-622, October.
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Cited by:
  1. 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.
  2. 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.
  3. 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.

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