Purpose
The purpose of this paper is to examine empirically the relationships formed between the universal network quality perceptions and the dyadic network quality perceptions that an individual formulate through social ties at work and their effect on behavioral reaction toward organizational change.
Design/methodology/approach
The data were collected from 91 full-time hotel employees through a self-report survey. Using regression models and mediation method three hypotheses referring to the relationship between the universal and the dyadic perceptions as well as the indirect effect of the dyadic network perception on behavioral reactions to change, through universal network perceptions, are tested.
Findings
The results show that universal network perception has a positive association with an individual’s behavior toward change, while the authors’ dyadic network perception hypothesis is not supported. Additional results highlight the indirect effect of dyadic network perception on behavioral reactions to change through universal network perceptions.
Research limitations/implications
Owing to the nature of the study, the inferences of causality might not be that strong as the authors’ findings are limited to the fact that the outcome variable is the behavioral intention toward a hypothetical organizational change rather than an actual change.
Practical implications
Although both types of perceptions are needed in affecting behavioral intentions, the universal network perceptions are the ones that need to be considered as indicators of the need for proactive non-conventional management planning with regard to the human element of change management.
Originality/value
The principal contribution of this study is that it brings greater clarity to how tie quality perceptions are constructed and their impact on employees’ behavior toward organizational change.
Purpose
This paper aims to examine empirically, within the context of the public sector, in what way the overall quality perception of an individual’s network relationships at work affect the psychological condition known as change readiness. Moreover, the research examines whether tacit knowledge and organizational climate can have indirect effects on the relationship between universal network quality perception and change readiness.
Design/methodology/approach
The data were collected through a self-reported survey from 105 individuals employed on a full-time basis by the government sector in Abu Dhabi, UAE. Using regression and mediation analysis, three hypotheses are tested relating to the direct effect of universal network quality perception and change readiness, accompanied by the indirect effects of tacit knowledge and organizational climate on the preceding relationship.
Findings
The results emanated from statistical analysis show that universal network quality perception has a positive association with change readiness, and tacit knowledge and organizational climate mediate significantly the relationship between the universal network quality perception and change readiness.
Research limitations/implications
Considering the nature of the study, conclusions with regard to causality might not be that strong as the findings relevant to the dependent variable represented by change readiness are not based on longitudinal research and the sample comprises only local people with similar cultural background. Therefore, study conclusions may not be suitable for generalization.
Practical implications
The mediating effects highlight the consideration of tacit knowledge and organizational climate as influential organizational mechanisms within the framework of a proactive change management practice due to their positive impact on the psychological uncertainty and lack of job content competencies that a change initiative might cause to employees and their behavioral reactions.
Originality/value
The paper reveals the role of universal network quality perception as a conduit of positive social influence on change readiness. This role becomes significantly elastic when tacit knowledge and organizational climate become notable links of relationship quality because of their ability to trigger favorable psychosocial behavioral patterns toward organizational change. Furthermore, this study expands the literature on organizational change readiness factors in the UAE, for which few studies currently exist.
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