Change Appraisals and Job Crafting as Foundation to Inculcate Support for Change: A Dual Manifestation

Abstract

Originality/value -The study offers fresh theoretical, empirical, and practical insights to the existing body of change literature. It contributes to the research on organizational change by addressing multiple perspectives in a single study, such as by simultaneously examining the personal and contextual factors, activation phenomenon, and dual perspectives to unfold people's behavioral support for change.

Leveraging Demands and Resources to Cultivate Support for Change: An Integrative Perspective

“…Prior research on change management in public organizations has identified several factors as antecedents to individuals' response to change, such as context, content, personal factors, leadership, and change process (Ahmad & Cheng, 2018;Kuiper et al, 2014). Among the suggested antecedents, individual disposition or personal characteristics have accounted for significant variance in determining individuals' reactions to change (Ahmad et al, 2020;Chen et al, 2021;Hassan, Zhang, Ahmad, & Liu, 2020;Mehboob, Othman, Fareed & Raza, 2022;Mehboob & Othman, 2020a, 2020b, 2020c. It has been noted that the effect of personal factors on employees' reaction to change has not been fully explored in the organizational change literature (Choi, 2011;Oreg, Vakola, & Armenakis, 2011;Rafferty, Jimmieson, & Armenakis, 2013).…”