The Ties that (Un)Bind: Change and Organizational Commitment in Ukraine

Abstract

Recognizing the need for organizational change in a transition setting, we specify a research model entailing the effects of two important workplace variables on the relationship between dispositional resistance to change and organizational commitment. Organizational commitment is important because of its relationship with a host of considerations relevant to successful organizational change and development. We test the model with samples from four Ukrainian firms undergoing comparable substantive change, including in their human resource systems. The results indicate that the negative relationship between resistance to change and organization commitment is moderated by trust in management. Specifically, it is the lack of trust that exacerbates the negative influence of resistance to change on commitment. Also, high procedural justice strengthens the negative relationship, thereby reducing organizational commitment, an interesting divergence from the Western literature. These indigenous findings in a markedly different context from the West hold potential for theory that is richer and more comprehensive in its explanatory reach. The findings also provide useful insights for managers in Ukraine in their efforts to change organizational practices.

The Resilience Forum: A Lingering Conclusion

“…In addition, building cognitive and stakeholder preparedness, as Zhang, Dong, and Yi (2020) and Liu and Yin (2020) point out, may be important, as well as considering leadership implications discussed by Giustiniano, Cunha, Simpson, Rego, and Clegg (2020) in the context of coping with the paradoxes unleashed by resilience. Emergency management systems become sorely tested (Cai & Ye, 2020). Do we have a new buzzword for uncertain times (Cai, 2020) or something to learn from that will help in coping with future crises or understanding the renaissance of resilience?…”