Building Employee Commitment to Change Across Organizational Levels: The Influence of Hierarchical Distance and Direct Managers' Transformational Leadership

Published Online:https://doi.org/10.1287/orsc.1110.0662

References

  • Allen T. J., Cohen S. I. (1969) Information flow in research and development laboratories. Admin. Sci. Quart. 14(1) 12–19.CrossrefGoogle Scholar
  • Aryee S., Chen Z. X., Budhwar P. S. (2004) Exchange fairness and employee performance: An examination of the relationship between organizational politics and procedural justice. Organ. Behav. Human Decision Processes 94(1) 1–14.CrossrefGoogle Scholar
  • Attaran M. (2004) Exploring the relationship between information technology and business process reengineering. Inform. Management 41(5) 585–596.CrossrefGoogle Scholar
  • Balogun J., Johnson G. (2004) Organizational restructuring and middle manager sensemaking. Acad. Management J. 47(4) 523–549.CrossrefGoogle Scholar
  • Bass B. M. (1985) Leadership and Performance Beyond Expectations. (Free Press, New York) .Google Scholar
  • Beck K., Wilson C. (2001) Have we studied, should we study, and can we study the development of commitment? Methodological issues and the developmental study of work-related commitment. Human Resource Management Rev. 11(3) 257–278.CrossrefGoogle Scholar
  • Beer M. (2003) Why total quality management programs do not persist: The role of management quality and implications for leading a TQM transformation. Decision Sci. 34(4) 623–642.CrossrefGoogle Scholar
  • Bliese P. D. (2000) Within-group agreement, nonindependence, and reliability: Implications for data aggregation and analysis. , Klein K. J., Kozlowski S. W. J., eds. Multilevel Theory, Research, and Methods in Organizations: Foundations, Extensions, and New Directions. (Jossey-Bass, San Francisco) , 349–381.Google Scholar
  • Bommer W. H., Rich G. A., Rubin R. S. (2005) Changing attitudes about change: Longitudinal effects of transformational leader behavior on employee cynicism about organizational change. J. Organ. Behav. 26(7) 733–753.CrossrefGoogle Scholar
  • Bono J. E., Judge T. A. (2003) Self-concordance at work: Toward understanding the motivational effects of transformational leaders. Acad. Management J. 46(5) 554–571.CrossrefGoogle Scholar
  • Burns J. M. (1978) Leadership. (Harper & Row, New York) .Google Scholar
  • Chen J., Wang L. (2007) Locus of control and the three components of commitment to change. Personality Individual Differences 42(3) 503–512.CrossrefGoogle Scholar
  • Cobb A. T., Folger R., Wooten K. (1995) The role justice plays in organizational change. Public Admin. Quart. 19(2) 135–151.Google Scholar
  • Detert J. R., Burris E. R. (2007) Leadership behavior and employee voice: Is the door really open? Acad. Management J. 50(4) 869–884.CrossrefGoogle Scholar
  • de Vaus D. (2002) Analyzing Social Science Data: 50 Key Problems in Data Analysis. (Sage, London) .Google Scholar
  • DiFonzo N., Bordia P. (1998) A tale of two corporations: Managing uncertainty during organizational change. Human Resource Management 37(3/4) 295–303.CrossrefGoogle Scholar
  • Eisenberger R., Armeli S., Rexwinkel B., Lynch P. D., Rhoades L. (2001) Reciprocation of perceived organizational support. J. Appl. Psych. 86(1) 42–51.CrossrefGoogle Scholar
  • Eisenberger R., Stinglhamber F., Vandenberghe C., Sucharski I. L., Rhoades L. (2002) Perceived supervisor support: Contributions to perceived organizational support and employee retention. J. Appl. Psych. 87(3) 565–573.CrossrefGoogle Scholar
  • Fidler L. A., Johnson J. D. (1984) Communication and innovation implementation. Acad. Management Rev. 9(4) 704–711.CrossrefGoogle Scholar
  • Foltz R., Rosenberg K., Foehrenbach J. (1982) Senior management views the human resource function. Personnel Admin. 27(9) 37–51.Google Scholar
  • Frahm J. A., Brown K. A. (2007) First steps: Linking change communication to change receptivity. J. Organ. Change Management 20(3) 370–387.CrossrefGoogle Scholar
  • Fugate M., Kinicki A. J., Scheck C. L. (2002) Coping with an organizational merger over four stages. Personnel Psych. 55(4) 905–928.CrossrefGoogle Scholar
  • Gallivan M. J. (2001) Meaning to change: How diverse stakeholders interpret organizational communication about change initiatives. IEEE Trans. Professional Comm. 44(4) 243–266.CrossrefGoogle Scholar
  • Gersick C. J. G. (1991) Revolutionary change theories: A multilevel exploration of the punctuated equilibrium paradigm. Acad. Management Rev. 16(1) 10–36.CrossrefGoogle Scholar
  • Greenwood R., Hinings C. R. (1996) Understanding radical organizational change: Bringing together the old and the new institutionalism. Acad. Management Rev. 21(4) 1022–1054.CrossrefGoogle Scholar
  • Herold D. M., Fedor D. B., Caldwell S. D., Liu Y. (2008) The effects of transformational and change leadership on employees' commitment to a change: A multilevel study. J. Appl. Psych. 93(2) 346–357.CrossrefGoogle Scholar
  • Herscovitch L., Meyer J. P. (2002) Commitment to organizational change: Extension of a three-component model. J. Appl. Psych. 87(3) 474–487.CrossrefGoogle Scholar
  • Hofmann D. A. (1997) An overview of the logic and rationale of hierarchical linear models. J. Management 23(6) 723–744.CrossrefGoogle Scholar
  • Hofmann D. A., Gavin M. B. (1998) Centering decisions in hierarchical linear models: Implications for research in organizations. J. Management 24(5) 623–641.Google Scholar
  • Huy Q. N. (2002) Emotional balancing of organizational continuity and radical change: The contribution of middle managers. Admin. Sci. Quart. 47(1) 31–69.CrossrefGoogle Scholar
  • James L. R. (1982) Aggregation bias in estimates of perceptual agreement. J. Appl. Psych. 67(2) 219–229.CrossrefGoogle Scholar
  • James L. R., Demaree R. G., Wolf G. (1984) Estimating within-group interrater reliability with and without response bias. J. Appl. Psych. 69(1) 85–98.CrossrefGoogle Scholar
  • Jansen K. J. (2004) From persistence to pursuit: A longitudinal examination of momentum during the early stages of strategic change. Organ. Sci. 15(3) 276–294.LinkGoogle Scholar
  • Jaros S. J. (2010) Commitment to organizational change: A critical review. J. Change Management 10(1) 79–108.CrossrefGoogle Scholar
  • Jones L., Watson B., Hobman E., Bordia P., Gallois C., Callan V. (2008) Employee perceptions of organizational change: Impact of hierarchical level. Leadership Organ. Dev. J. 29(4) 294–316.CrossrefGoogle Scholar
  • Kanter R. M. (1985) Managing the human side of change. Management Rev. 74(4) 52–55.Google Scholar
  • Kanter R. M., Stein B. A., Jick T. D. (1992) The Challenge of Organizational Change: How Companies Experience It and Leaders Guide It. (Free Press, New York) .Google Scholar
  • Kark R., Shamir B., Chen G. (2003) The two faces of transformational leadership: Empowerment and dependency. J. Appl. Psych. 88(2) 246–255.CrossrefGoogle Scholar
  • Klein K. J., Kozlowski S. W. J. (2000) From micro to meso: Critical steps in conceptualizing multilevel research. Organ. Res. Methods 3(3) 211–236.CrossrefGoogle Scholar
  • Kirkman B. L., Chen G., Farh J., Chen Z. X., Lowe K. B. (2009) Individual power distance orientation and follower reactions to transformational leaders: A cross-level, cross-cultural examination. Acad. Management J. 52(4) 744–764.CrossrefGoogle Scholar
  • Kotter J. (1995) Leading change: Why transformation efforts fail. Harvard Bus. Rev. 73(2) 59–67.Google Scholar
  • Kreft I. G. G., de Leeuw J., Aiken L. S. (1995) The effect of different forms of centering in hierarchical linear models. Multivariate Behav. Res. 30(1) 1–21.CrossrefGoogle Scholar
  • Larkin T. J., Larkin S. (1996) Reaching and changing frontline employees. Harvard Bus. Rev. 74(3) 95–104.Google Scholar
  • LeBreton J. M., Senter J. L. (2008) Answers to 20 questions about interrater reliability and interrater agreement. Organ. Res. Methods 11(4) 815–852.CrossrefGoogle Scholar
  • Lewis L. K. (1999) Disseminating information and soliciting input during planned organizational change: Implementers' targets, sources, and channels for communicating. Management Comm. Quart. 13(1) 43–75.CrossrefGoogle Scholar
  • Lewis L. K. (2006) Employee perspectives on implementation communication as predictors of perception of success and resistance. Western J. Comm. 70(1) 23–46.CrossrefGoogle Scholar
  • Lewis L. K. (2007) An organizational stakeholder model of change implementation communication. Comm. Theory 17(2) 176–204.CrossrefGoogle Scholar
  • Likert R. (1967) The Human Organization: Its Management and Value. (McGraw-Hill, New York) .Google Scholar
  • Lind E. A., van den Bos K. (2002) When fairness works: Toward a general theory of uncertainty management. , Staw B. M., Kramer R. M., eds. Research in Organizational Behavior, Vol. 24. (Elsevier Science, Oxford, UK) , 181–223.CrossrefGoogle Scholar
  • Marks M. L. (1997) Consulting in mergers and acquisitions: Interventions spawned by recent trends. J. Organ. Change Management 10(3) 267–279.CrossrefGoogle Scholar
  • Marks M. L. (2006) Workplace recovery after mergers, acquisitions, and downsizings: Facilitating individual adaption to major organizational transitions. Organ. Dynam. 35(4) 384–398.CrossrefGoogle Scholar
  • Meyer J. P., Parfyonova N. M. (2009) Normative commitment in the workplace: A theoretical analysis and re-conceptualization. Human Resource Management Rev. 20(4) 283–294.CrossrefGoogle Scholar
  • Meyer J. P., Srinivas E. S., Lal J. B., Topolnytsky L. (2007) Employee commitment and support for an organizational change: Test of the three-component model in two cultures. J. Occupational Organ. Psych. 80(2) 185–211.CrossrefGoogle Scholar
  • Morrison E. W., Milliken F. J. (2000) Organizational silence: A barrier to change and development in a pluralistic world. Acad. Management Rev. 25(4) 706–725.CrossrefGoogle Scholar
  • Nadler D. A., Tushman M. L. (1995) Types of organizational change: From incremental improvement to discontinuous transformation. , Nadler D. A., Show R. B., Walton A. E., eds. Discontinuous Change: Leading Organizational Transformation. (Jossey-Bass, San Francisco) , 14–33.Google Scholar
  • Napier N. K., Simmons G., Stratton K. (1989) Communication during a merger: The experience of two banks. Human Resource Planning 12(2) 105–122.Google Scholar
  • Neves P. (2009) Readiness to change: Contributions for employee's level of individual change and turnover intentions. J. Change Management 9(2) 215–231.CrossrefGoogle Scholar
  • Oreg S. (2003) Resistance to change: Developing an individual differences measure. J. Appl. Psych. 88(4) 680–693.CrossrefGoogle Scholar
  • Paper D., Chang R.-D. (2005) The state of business process reengineering: A search for success factors. Total Quality Management 16(1) 121–133.CrossrefGoogle Scholar
  • Parish J. T., Cadwallader S., Busch P. (2008) Want to, need to, ought to: Employee commitment to organizational change. J. Organ. Change Management 21(1) 32–52.CrossrefGoogle Scholar
  • Paternoster R., Brame R., Mazerolle P., Piquero A. (1998) Using the correct statistical test for the equality of regression coefficients. Criminology 36(4) 859–866.CrossrefGoogle Scholar
  • Perrow C. (1986) Complex Organizations: A Critical Essay. (Random House, New York) .Google Scholar
  • Pfeffer J. (1981) Power in Organizations. (Pitman, Marshfield, MA) .Google Scholar
  • Pincus J. D., Rayfield R. E., Cozzens M. D. (1991) The chief executive officer's internal communication role: A benchmark program of research. , Grunig L. A., Grunig J. E., eds. Public Relations Research Annual, Vol. 3. (Routledge, London) , 1–35.Google Scholar
  • Podsakoff P. M., MacKenzie S. B., Moorman R. H., Fetter R. (1990) Transformational leader behaviors and their effects on followers' trust in leader, satisfaction, and organizational citizenship behaviors. Leadership Quart. 1(2) 107–142.CrossrefGoogle Scholar
  • Raes A. M. L., Heijltjes M. G., Glunk U., Roe R. A. (2011) The influence of the top management team and middle managers: A process model. Acad. Management Rev. 36(1) 102–126.CrossrefGoogle Scholar
  • Rafferty A. E., Griffin M. A. (2004) Dimensions of transformational leadership: Conceptual and empirical extensions. Leadership Quart. 15(3) 329–354.CrossrefGoogle Scholar
  • Raudenbush S. W., Bryk A. S. (2002) Hierarchical Linear Models: Applications and Data Analysis Methods. (Sage, Thousand Oaks, CA) .Google Scholar
  • Raymond L., Bergeron F., Rivard S. (1998) Determinants of business process reengineering in small and large enterprises: An empirical study in the Canadian context. J. Small Bus. Management 36(1) 72–85.Google Scholar
  • Repenning N. P., Sterman J. D. (2002) Capability traps and self-confirming attribution errors in the dynamics of process improvement. Admin. Sci. Quart. 47(2) 265–295.CrossrefGoogle Scholar
  • Richardson P., Denton D. K. (1996) Communicating change. Human Resource Management 35(2) 203–216.CrossrefGoogle Scholar
  • Romanelli E., Tushman M. L. (1994) Organizational transformation as punctuated equilibrium: An empirical test. Acad. Management J. 37(5) 1141–1166.CrossrefGoogle Scholar
  • Rousseau D. M., Tijoriwala S. A. (1999) What's a good reason to change? Motivated reasoning and social accounts in promoting organizational change. J. Appl. Psych. 84(4) 514–528.CrossrefGoogle Scholar
  • Rubin R. S., Munz D. C., Bommer W. H. (2005) Leading from within: The effects of emotion recognition and personality on transformational leadership behavior. Acad. Management J. 48(5) 845–858.CrossrefGoogle Scholar
  • Schriesheim C. A., Castro S. L., Zhou X., DeChurch L. A. (2006) An investigation of path-goal and transformational leadership theory predictions at the individual level of analysis. Leadership Quart. 17(1) 21–38.CrossrefGoogle Scholar
  • Schweiger D. M., DeNisi A. S. (1991) Communications with employees following a merger: A longitudinal field experiment. Acad. Management J. 34(1) 110–135.CrossrefGoogle Scholar
  • Senge P. M. (1990) The Fifth Discipline: The Art and Practice of the Learning Organization. (Doubleday, New York) .Google Scholar
  • Seo M.-G., Hill N. S. (2005) Understanding the human side of merger and acquisition. J. Appl. Behav. Sci. 41(4) 422–443.CrossrefGoogle Scholar
  • Shamir B., Zakay E., Brainin E., Popper M. (2000) Leadership and social identification in military units: Direct and indirect relationships. J. Appl. Soc. Psych. 30(3) 612–640.CrossrefGoogle Scholar
  • Shanock L. R., Eisenberger R. (2006) When supervisors feel supported: Relationships with subordinates' perceived supervisor support, perceived organizational support, and performance. J. Appl. Psych. 91(3) 689–695.CrossrefGoogle Scholar
  • Smeltzer L. R. (1991) An analysis of strategies for announcing organization-wide change. Group Organ. Stud. 16(1) 5–24.CrossrefGoogle Scholar
  • Snijders T. A. B., Bosker R. J. (1999) Multilevel Analysis: An Introduction to Basic and Advanced Multilevel Modeling. (Sage, London) .Google Scholar
  • Sobel M. E. (1982) Asymptotic confidence intervals for indirect effects in structural equation models. , Leinhardt S., ed. Sociological Methodology, Vol. 13. (American Sociological Association, Washington, DC) , 290–312.CrossrefGoogle Scholar
  • Sparks J. R., Schenk J. A. (2001) Explaining the effects of transformational leadership: An investigation of the effects of higher-order motives in multilevel marketing organizations. J. Organ. Behav. 22(8) 849–869.CrossrefGoogle Scholar
  • Tangirala S., Green S. G., Ramanujam R. (2007) In the shadow of the boss's boss: Effects of supervisors' upward exchange relationships on employees. J. Appl. Psych. 92(2) 309–320.CrossrefGoogle Scholar
  • Taylor H., Cooper C. L. (1988) Organizational change—Threat or challenge? The role of individual differences in the management of stress. J. Organ. Change Management 1(1) 68–80.CrossrefGoogle Scholar
  • Taylor M. S., Sharma P. N. (2008) A conceptual model of multilevel change leadership. Leading Change from Different Levels of the Organization Symposium, April 11, (Society for Industrial and Organizational Psychology, Bowling Green, OH) .Google Scholar
  • Thibaut J. W., Walker L. (1975) Procedural Justice: A Psychological Analysis. (Lawrence Erlbaum Associates, Mahwah, NJ) .Google Scholar
  • Tullar W. L. (1998) Compensation consequences of reengineering. J. Appl. Psych. 83(6) 975–980.CrossrefGoogle Scholar
  • Tyler T., Bies R. (1990) Beyond formal procedures: The interpersonal context of procedural justice. , Carroll J. S., ed. Applied Social Psychology and Organizational Settings. (Lawrence Erlbaum Associates, Hillsdale, NJ) , 77–98.Google Scholar
  • van Dam K., Oreg S., Schyns B. (2007) Daily work contexts and resistance to organizational change: The role of leader-member exchange, development climate, and change process characteristics. Appl. Psych.: Internat. Rev. 57(2) 313–334.CrossrefGoogle Scholar
  • Wanberg C. R., Banas J. T. (2000) Predictors and outcomes of openness to changes in a reorganizing workplace. J. Appl. Psych. 85(1) 132–142.CrossrefGoogle Scholar
  • Wanous J. P., Reichers A. E., Austin J. T. (2000) Cynicism about organizational change: Measurement, antecedents, and correlates. Group Organ. Management 25(2) 132–153.CrossrefGoogle Scholar
  • Wayne S. J., Shore L. M., Liden R. C. (1997) Perceived organizational support and leader-member exchange: A social exchange perspective. Acad. Management J. 40(1) 82–111.CrossrefGoogle Scholar
  • Weiner B. (1985) “Spontaneous” causal thinking. Psych. Bull. 97(1) 74–84.CrossrefGoogle Scholar
  • Zahn G. L. (1991) Face-to-face communication in an office setting: The effects of position, proximity, and exposure. Comm. Res. 18(6) 737–754.CrossrefGoogle Scholar
  • Zbaracki M. J. (1998) The rhetoric and reality of total quality management. Admin. Sci. Quart. 43(3) 602–636.CrossrefGoogle Scholar
INFORMS site uses cookies to store information on your computer. Some are essential to make our site work; Others help us improve the user experience. By using this site, you consent to the placement of these cookies. Please read our Privacy Statement to learn more.