Predicting employee intentions to support organizational change: An examination of identification processes during a re-brand

Jimmieson, Nerina L. and White, Katherine M. (2011) Predicting employee intentions to support organizational change: An examination of identification processes during a re-brand. British Journal of Social Psychology, 50 2: 331-341. doi:10.1111/j.2044-8309.2010.02005.x


Author Jimmieson, Nerina L.
White, Katherine M.
Title Predicting employee intentions to support organizational change: An examination of identification processes during a re-brand
Journal name British Journal of Social Psychology   Check publisher's open access policy
ISSN 0144-6665
2044-8309
Publication date 2011-06
Sub-type Article (original research)
DOI 10.1111/j.2044-8309.2010.02005.x
Volume 50
Issue 2
Start page 331
End page 341
Total pages 11
Place of publication Oxford, United Kingdom
Publisher John Wiley & Sons
Collection year 2012
Language eng
Abstract This study examined if organizational identification can account for the mechanisms by which two-change management practices (communication and participation) influence employees’ intentions to support change. The context was a sample of 82 hotel employees in the early stages of a re-brand. Identification with the new hotel fully mediated the relationship between communication and adaptive and proactive intentions to support change, as well as between participation and proactive intentions.
Q-Index Code C1
Q-Index Status Confirmed Code
Institutional Status UQ
Additional Notes Published under Brief reports

Document type: Journal Article
Sub-type: Article (original research)
Collections: Official 2012 Collection
School of Psychology Publications
 
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Citation counts: TR Web of Science Citation Count  Cited 7 times in Thomson Reuters Web of Science Article | Citations
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Created: Sun, 18 Mar 2012, 13:54:22 EST by Mrs Alison Pike on behalf of School of Psychology