Commitment to organizational change: The role of territoriality and change-related self-efficacy

Momo D. Kromah, Oluremi B. Ayoko and Neal M. Ashkanasy

Journal of Business Research, 2024, vol. 174, issue C

Abstract: Employee lack of commitment to change is a major management problem with negative consequences including change implementation failures. In this research, we draw on psychological ownership theory to examine the impact of employees’ territorial behaviors (i.e., personalization and reactionary defense) on commitment to change via the mediating role of change-related self-efficacy. We employ a two-wave survey to collect data from 203 participants undergoing organizational change (office relocation, technological change). Results of structural equation modeling suggest that personalization relates positively to commitment to change, while reactionary defense relates negatively to commitment to change. We find further that change-related self-efficacy fully mediates these effects. We conclude by discussing the theoretical and practical implications of our findings.

Keywords: Commitment to change; Territoriality; Personalization; Reactionary defense; and Change-related self-efficacy (search for similar items in EconPapers)
Date: 2024
References: View references in EconPapers View complete reference list from CitEc
Citations:

Downloads: (external link)
http://www.sciencedirect.com/science/article/pii/S0148296324000031
Full text for ScienceDirect subscribers only

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:eee:jbrese:v:174:y:2024:i:c:s0148296324000031

DOI: 10.1016/j.jbusres.2024.114499

Access Statistics for this article

Journal of Business Research is currently edited by A. G. Woodside

More articles in Journal of Business Research from Elsevier
Bibliographic data for series maintained by Catherine Liu ().