The Ties that (Un)Bind: Change and Organizational Commitment in Ukraine

Wayne H. Stewart, Ruth C. May, Kristin L. Scott and Amy E. Ingram

Management and Organization Review, 2021, vol. 17, issue 1, 77-111

Abstract: Recognizing the need for organizational change in a transition setting, we specify a research model entailing the effects of two important workplace variables on the relationship between dispositional resistance to change and organizational commitment. Organizational commitment is important because of its relationship with a host of considerations relevant to successful organizational change and development. We test the model with samples from four Ukrainian firms undergoing comparable substantive change, including in their human resource systems. The results indicate that the negative relationship between resistance to change and organization commitment is moderated by trust in management. Specifically, it is the lack of trust that exacerbates the negative influence of resistance to change on commitment. Also, high procedural justice strengthens the negative relationship, thereby reducing organizational commitment, an interesting divergence from the Western literature. These indigenous findings in a markedly different context from the West hold potential for theory that is richer and more comprehensive in its explanatory reach. The findings also provide useful insights for managers in Ukraine in their efforts to change organizational practices.

Date: 2021
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Persistent link: https://EconPapers.repec.org/RePEc:cup:maorev:v:17:y:2021:i:1:p:77-111_10

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