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- Publisher
- Emerald Publishing
- Copyright
- Copyright © 2003 MCB UP Ltd. All rights reserved.
- ISSN
- 0143-7739
- DOI
- 10.1108/01437730310485761
- Publisher site
- See Article on Publisher Site
Abstract
A sample of 339 employees embroiled in a major organizational change completed a survey that was designed to explore how specific change messages (e.g. appropriateness, valence, and management support) and change facilitation strategies (participation and training) relate to the perceptions of the change benefits and quality of information conveyed. Results indicated that appropriateness and extrinsic valence were strong predictors of perceptions of change benefits while supervisor support and extrinsic valence most influenced perceptions of information quality. Results further indicated that participation and training were related to perceptions of information quality. However, contrary to our expectations, participation was inversely related to the benefits of the change. These results are discussed in terms of their implications for practitioners and researchers.
Journal
Leadership & Organization Development Journal – Emerald Publishing
Published: Aug 1, 2003
Keywords: Surveys; Organizational change; Participative management; Leadership; Influence; Change management