Fairness and commitment to change in M&amp;As: The mediating role of organizational identification

Soenen, Guillaume; Melkonian, Tessa

doi:10.1016/j.emj.2016.10.005

Cited by 12 publications

(27 citation statements)

References 33 publications

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“…Affect associated with commitment enables identification with the organization and in certain scenarios correlates positively with performance. In the milieu of major organizational changes, little remains are known about the driving psychological forces underpinning the employees' affective commitment [7,21]. Following the group engagement model (GEM), we theorize that affective commitment to change depends on a sense of justice being delivered and change favorableness-mediated by the notion of organizational identification and moderated by trust in the organization.…”

Section: Organizational Identification and Affective Commitment To Cmentioning

confidence: 99%

“…Our review below found that overall justice judgements and change favorableness relate with affective commitment to change through the mediating influence of organizational identification. Soenen et al [7] noted that whilst literature associated with group engagement model offers different types of justice constructs-including distributive, procedural, informational, and interpersonal-comparatively less is known about overall justice judgements. This latter construct is defined as the individuals' overall perceptions about the fairness of an entity (such as that of their organization).…”

Section: The Mediating Role Of Organizational Identificationmentioning

confidence: 99%

“…This latter construct is defined as the individuals' overall perceptions about the fairness of an entity (such as that of their organization). It includes personal experiences and knowledge of how others have been treated [7,[41][42][43]. We asked whether participants in these overall justice judgements studies were from developing countries.…”

Section: The Mediating Role Of Organizational Identificationmentioning

confidence: 99%

“…In research circles, Soenen et al [7] have examined the poorly researched concept of overall justice judgements in association with organizational identification. Adding to this, we found that during major organizational changes, such as merger and acquisitions, employees riddled with identity concerns can choose to exit their organization.…”

Section: The Mediating Role Of Organizational Identificationmentioning

confidence: 99%

“…The change favorableness construct is identified through the group engagement model as a positive perception of organizational change [13]. This is predicated on the extent to which the employee feels that there is a gain or economic benefit following from change projects [7]. Similarly, the concept of change favorableness is identified as "the degree to which individuals see themselves as better off as a result of change" [50].…”

Section: The Mediating Role Of Organizational Identificationmentioning

confidence: 99%

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Transformational Changes and Sustainability: From the Perspective of Identity, Trust, Commitment, and Withdrawal

et al. 2019

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Drawing upon the psychology of sustainability, effective organizations can create a sense of belongingness for people, and successfully facilitate growth and development activities for both individuals as well as the organization itself. Extending the recommendations of Zappala, Toscano, and Licciardello, the current study considers a range of variables. The role of overall justice judgements and change favorableness are taken as predictors of affective commitment to change and exit-based withdrawal. The relationship is mediated by organizational identification and moderated by trust in organization. Overall, the results support the hypothesized relationships. Specifically, findings showed that both change favorableness and overall justice judgements are positively related to affective commitment to change and negatively related to exit-based withdrawal. Organizational identification mediates the relationships between overall justice judgements-affective commitment to change, change favorableness-affective commitment to change, and change favorableness-exit-based withdrawal, whilst trust in organizations moderated the direct relationship between overall justice judgements-affective commitment to change, and change favorableness-exit-based withdrawal. Furthermore, the indirect effect of trust in organizations positively moderated the relationship of overall justice judgements and change favorableness with affective commitment to change, and at the same time, it negatively moderated the relationship between change favorableness and exit-based withdrawal via organizational identification. Crucially, for practitioners, this brings trust of employees as a key factor that should be managed to ensure sustainable change. Both trust and identity appear important in improving commitment and lowering the exit-based withdrawal behavior of employees. Future recommendations, implications, and limitations are discussed.

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Section: Organizational Identification and Affective Commitment To Cmentioning

confidence: 99%

Section: The Mediating Role Of Organizational Identificationmentioning

confidence: 99%