The Psychology of Organizational Change: Viewing Change from the Employee's Perspective
- 6h 21m
- Alexandra Michel, Rune Todnem By (eds), Shaul Oreg
- Cambridge University Press
- 2013
In a rapidly changing world, with constantly shifting dynamics, organizational change may prove essential if businesses are to continue to succeed. The majority of research on organizational change adopts a macro outlook, focusing on strategic issues from the perspective of the organization and its management. In this volume we undertake a micro perspective, focusing on the individual and, more specifically, the importance of the employees and their reactions to organizational change. This focus expands our understanding of why change initiatives frequently fail. The Psychology of Organizational Change constitutes an essential resource for scholars, students, and practitioners in the field of organizational change and development who strive to understand how to make change work not only for the organization, but also for its members.
About the Editors
SHAUL OREG is an associate professor of Organizational Behavior at the Jerusalem School of Business Administration of The Hebrew University.
ALEXANDRA MICHEL is an assistant professor in Work and Organizational Psychology at the University of Heidelberg.
RUNE TODNEM BY is Academic Group Leader (Organizational Behaviour, Leadership and Change) at Staffordshire University Business School.
In this Book
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The Psychology of Organizational Change—Viewing Change from the Employee’s Perspective
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Introduction
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Capturing the positive experience of change—antecedents, processes, and consequences
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Commitment to organizational change—theory, research, principles, and practice
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Reactions to organizational change—an integrated model of health predictors, intervening variables, and outcomes
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Reactions to organizational change from an individual differences perspective—a review of empirical research
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Employee adaptability to change at work—a multidimensional, resource-based framework
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When leadership meets organizational change—the influence of the top management team and supervisory leaders on change appraisals, change attitudes, and adjustment to change
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Anticipatory (in)justice and organizational change—understanding employee reactions to change
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Quality change communication and employee responses to change—an investigation of the moderating effects of individual differences in an experimental setting
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Rumors during organizational change—a motivational analysis
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Change and fit, fit and change
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Organizational identification and organizational change
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Commentary—change processes and action implications
