THE EFFECT OF MANAGER ATTITUDE AND TEAM ATTITUDE ON EMPLOYEE COMMITMENT TO CHANGE: THE MODERATING ROLES OF POWER DISTANCE ORIENTATION AND GENDER COMPOSITION

Holly Chiu ()
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Holly Chiu: Department of Business Management, Koppelman School of Business, Brooklyn College of City University of New York, 2900 Bedford Avenue Brooklyn, NY 11210, USA

International Journal of Innovation Management (ijim), 2021, vol. 25, issue 08, 1-29

Abstract: Employee commitment to change is critical to the success of organisational change. This study draws upon social learning theory and examines the influence of both manager and team attitude toward change on employee commitment to change, with gender composition and power distance orientation as moderators. The sample comprised 291 employees and 38 managers from five Taiwanese companies that implemented knowledge management related technologies. The results showed that team attitude had a positive association with commitment to change. Power distance orientation negatively moderated the relationship between manager attitude and commitment to change, and it positively moderated the relationship between team attitude and commitment to change. There was also a three-way interaction among power distance orientation, gender composition, team attitude, and commitment to change.

Keywords: Social learning theory; change implementation; commitment to change; gender composition; power distance orientation (search for similar items in EconPapers)
Date: 2021
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DOI: 10.1142/S1363919621500882

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