Perception of Organizational Change Climate and Commitment to Organizational Change: A Moderating Model

Abstract

Abstract:

Nowadays, the complexity and dynamics of external environment force all business organizations to change for survival and de-velopment.Although more and more attention has been paid to the commitment to organizational change, very few researches address the questions of whether and how organizational change climate influences employees' commitment to organizational change.From the per-spective of incentive theory, the current research incorporates relevant literature to build a theoretical model to describe the relationship between individual perception of organizational change climate and commitment to organizational change, and the moderating roles of trust in change leaders and evaluation of change capacity.Based on the data of 472 employees from 16 companies which have implemented the strategic organizational change of "military-civilian-integration policy", the proposed model is tested by a series of regression models.The results indicate that the perception of organizational change climate is positively related to commitment to organizational change, and this relationship is positively moderated by the trust in organizational change leaders and the evaluation of organizational change capacity.The theoretical and practical significance as well as some limitations and future research directions are discussed.

Key words: organizational change climate, commitment to organizational change, organizational change capacity, trust in change lead-ers, military-civilian integration, moderating effect

Bai Shuaijiao, Jing Runtian, Chen Lu, Li Guiqing. Perception of Organizational Change Climate and Commitment to Organizational Change: A Moderating Model[J]. , 2017, 29(7): 113-121,134.

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