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Transformational Changes and Sustainability: From the Perspective of Identity, Trust, Commitment, and Withdrawal

Author

Listed:
  • Ambreen Malik

    () (NUST Business School, National University of Sciences & Technology, Islamabad 44000, Pakistan)

  • Muhammad Naseer Akhtar

    () (NUST Business School, National University of Sciences & Technology, Islamabad 44000, Pakistan)

  • Usman Talat

    () (Warwick Business School, University of Warwick, Coventry CV4 7AL, UK)

  • Kirk Chang

    () (Salford Business School, University of Salford, Manchester M5 4WT, UK
    Fudan Development Institute, Fudan University, Shanghai 200086, China)

Abstract

Drawing upon the psychology of sustainability, effective organizations can create a sense of belongingness for people, and successfully facilitate growth and development activities for both individuals as well as the organization itself. Extending the recommendations of Zappala, Toscano, and Licciardello, the current study considers a range of variables. The role of overall justice judgements and change favorableness are taken as predictors of affective commitment to change and exit-based withdrawal. The relationship is mediated by organizational identification and moderated by trust in organization. Overall, the results support the hypothesized relationships. Specifically, findings showed that both change favorableness and overall justice judgements are positively related to affective commitment to change and negatively related to exit-based withdrawal. Organizational identification mediates the relationships between overall justice judgements–affective commitment to change, change favorableness–affective commitment to change, and change favorableness–exit-based withdrawal, whilst trust in organizations moderated the direct relationship between overall justice judgements–affective commitment to change, and change favorableness–exit-based withdrawal. Furthermore, the indirect effect of trust in organizations positively moderated the relationship of overall justice judgements and change favorableness with affective commitment to change, and at the same time, it negatively moderated the relationship between change favorableness and exit-based withdrawal via organizational identification. Crucially, for practitioners, this brings trust of employees as a key factor that should be managed to ensure sustainable change. Both trust and identity appear important in improving commitment and lowering the exit-based withdrawal behavior of employees. Future recommendations, implications, and limitations are discussed.

Suggested Citation

  • Ambreen Malik & Muhammad Naseer Akhtar & Usman Talat & Kirk Chang, 2019. "Transformational Changes and Sustainability: From the Perspective of Identity, Trust, Commitment, and Withdrawal," Sustainability, MDPI, Open Access Journal, vol. 11(11), pages 1-21, June.
  • Handle: RePEc:gam:jsusta:v:11:y:2019:i:11:p:3159-:d:237339
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    References listed on IDEAS

    as
    1. Amelia Manuti & Maria Luisa Giancaspro, 2019. "People Make the Difference: An Explorative Study on the Relationship between Organizational Practices, Employees’ Resources, and Organizational Behavior Enhancing the Psychology of Sustainability and ," Sustainability, MDPI, Open Access Journal, vol. 11(5), pages 1-17, March.
    2. Evelien Croonen, 2010. "Trust and Fairness During Strategic Change Processes in Franchise Systems," Journal of Business Ethics, Springer, vol. 95(2), pages 191-209, August.
    3. Salvatore Zappalà & Ferdinando Toscano & Simone Alfio Licciardello, 2019. "Towards Sustainable Organizations: Supervisor Support, Commitment to Change and the Mediating Role of Organizational Identification," Sustainability, MDPI, Open Access Journal, vol. 11(3), pages 1-12, February.
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    Cited by:

    1. Helena Bulińska-Stangrecka & Anna Bagieńska, 2019. "HR Practices for Supporting Interpersonal Trust and Its Consequences for Team Collaboration and Innovation," Sustainability, MDPI, Open Access Journal, vol. 11(16), pages 1-18, August.

    More about this item

    Keywords

    affective commitment to change; exit-based withdrawal; overall justice judgements; trust in organization; organizational identification; change favorableness; transformational changes;

    JEL classification:

    • Q - Agricultural and Natural Resource Economics; Environmental and Ecological Economics
    • Q0 - Agricultural and Natural Resource Economics; Environmental and Ecological Economics - - General
    • Q2 - Agricultural and Natural Resource Economics; Environmental and Ecological Economics - - Renewable Resources and Conservation
    • Q3 - Agricultural and Natural Resource Economics; Environmental and Ecological Economics - - Nonrenewable Resources and Conservation
    • Q5 - Agricultural and Natural Resource Economics; Environmental and Ecological Economics - - Environmental Economics
    • Q56 - Agricultural and Natural Resource Economics; Environmental and Ecological Economics - - Environmental Economics - - - Environment and Development; Environment and Trade; Sustainability; Environmental Accounts and Accounting; Environmental Equity; Population Growth
    • O13 - Economic Development, Innovation, Technological Change, and Growth - - Economic Development - - - Agriculture; Natural Resources; Environment; Other Primary Products

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