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The Psychology of Organizational Change
Viewing Change from the Employee’s Perspective

$41.99

Shaul Oreg, Rune Todnem By, Alexandra Michel, Mel Fugate, John P. Meyer, Leah K. Hamilton, M. Gloria González-Morales, Maria Vakola, Achilles Armenakis, Karen van Dam, Alannah E. Rafferty, Nerina L. Jimmieson, Simon Lloyd D. Restubog, Rashpal K. Dhensa-Kahlon, Jacqueline A. M. Coyle-Shapiro, James E. Allen, Prashant Bordia, Nicholas DiFonzo, Steven Caldwell, Frank Drzensky, Rolf van Dick, Richard W. Woodman, Jean M. Bartunek
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  • Date Published: December 2014
  • availability: Available
  • format: Paperback
  • isbn: 9781107477773

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About the Authors
  • 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.

    • Proposes a unique view of organizational change focusing on recipients' reactions which directly addresses factors relating to those most influenced by change
    • Combines empirical findings, broad integrative reviews and advancement of new theories
    • Contributions from the leading scholars in the field gives readers access to cutting-edge findings and conceptual formulations
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    Reviews & endorsements

    'A fresh look at change management: stimulating, engaging and a much-needed publication. This is a compulsory read for all scholars and students interested in the subject.' Dorota Bourne, School of Business and Management, Queen Mary University of London

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    Product details

    • Date Published: December 2014
    • format: Paperback
    • isbn: 9781107477773
    • length: 352 pages
    • dimensions: 229 x 152 x 19 mm
    • weight: 0.47kg
    • contains: 19 b/w illus. 9 tables
    • availability: Available
  • Table of Contents

    Part I. Introduction:
    1. Introduction Shaul Oreg, Rune Todnem By and Alexandra Michel
    2. Capturing the positive experience of change: antecedents, processes, and consequences Mel Fugate
    Part II. The Nature of Employees' Reactions to Change:
    3. Commitment to organizational change: theory, research, principles, and practice John P. Meyer and Leah K. Hamilton
    4. Reactions to organizational change: an integrated model of health predictors, intervening variables, and outcomes Alexandra Michel and M. Gloria González-Morales
    Part III. Predicting Employees' Reactions to Change: Individual Factors:
    5. Reactions to organizational change from an individual differences perspective: a review of empirical research Maria Vakola, Achilles Armenakis and Shaul Oreg
    6. Employee adaptability to change at work: a multidimensional, resource-based framework Karen van Dam
    Part IV. Predicting Employees' Reactions to Change: Organizational Factors:
    7. When leadership meets organizational change: the influence of the top management team and supervisory leaders on change appraisals, change attitudes, and adjustment to change Alannah E. Rafferty, Nerina L. Jimmieson and Simon Lloyd D. Restubog
    8. Anticipatory (in)justice and organizational change: understanding employee reactions to change Rashpal K. Dhensa-Kahlon and Jacqueline A. M. Coyle-Shapiro
    Part V. The Role of Communication within the Process of Change:
    9. Quality change communication and employee responses to change: an investigation of the moderating effects of individual differences in an experimental setting Nerina L. Jimmieson, Alannah E. Rafferty and James E. Allen
    10. Rumors during organizational change: a motivational analysis Prashant Bordia and Nicholas DiFonzo
    Part VI. The Interplay between Change and the Organization:
    11. Change and fit, fit and change Steven Caldwell
    12. Organizational identification and organizational change Frank Drzensky and Rolf van Dick
    Part VII. Conclusion and Commentary:
    13. Commentary: change processes and action implications Richard W. Woodman and Jean M. Bartunek.

  • Editors

    Shaul Oreg, The Hebrew University of Jerusalem
    Shaul Oreg is an Associate Professor of Organizational Behavior at the Jerusalem School of Business Administration of the Hebrew University.

    Alexandra Michel, Universität Heidelberg
    Alexandra Michel is an Assistant Professor in Work and Organizational Psychology at the University of Heidelberg.

    Rune Todnem By, Staffordshire University
    Rune Todnem By is Academic Group Leader (Organisational Behaviour, Leadership and Change) at Staffordshire University Business School.

    Contributors

    Shaul Oreg, Rune Todnem By, Alexandra Michel, Mel Fugate, John P. Meyer, Leah K. Hamilton, M. Gloria González-Morales, Maria Vakola, Achilles Armenakis, Karen van Dam, Alannah E. Rafferty, Nerina L. Jimmieson, Simon Lloyd D. Restubog, Rashpal K. Dhensa-Kahlon, Jacqueline A. M. Coyle-Shapiro, James E. Allen, Prashant Bordia, Nicholas DiFonzo, Steven Caldwell, Frank Drzensky, Rolf van Dick, Richard W. Woodman, Jean M. Bartunek

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