Open AccessDoes meaning‐making help during organizational change?
Author(s) -
Machteld van den Heuvel,
Evangelia Demerouti,
Bert Schreurs,
Arnold B. Bakker,
Wilmar B. Schaufeli
Publication year - 2009
Publication title -
career development international
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.052
H-Index - 60
eISSN - 1758-6003
pISSN - 1362-0436
DOI - 10.1108/13620430910997277
Subject(s) - psychology , social psychology , optimism , meaning making , coping (psychology) , construct (python library) , originality , meaning (existential) , confirmatory factor analysis , structural equation modeling , clinical psychology , creativity , psychotherapist , statistics , mathematics , computer science , programming language
Purpose – The purpose of this paper is first, to test the validity of a new scale measuring the construct of meaning‐making, defined as the ability to integrate challenging or ambiguous situations into a framework of personal meaning using conscious, value‐based reflection. Second, to explore whether meaning‐making is distinct from other personal resources (self‐efficacy, optimism, mastery, meaning in life), and coping (positive reinterpretation, acceptance). Third, to explore whether meaning‐making facilitates work engagement, willingness to change, and performance during organizational change.Design/methodology/approach – Cross‐sectional survey‐data were collected from 238 employees in a variety of both public and private organizations.Findings – Confirmatory factor analyses showed that meaning‐making can be distinguished from other personal resources, coping and meaning in life. Regression analyses showed that meaning‐making is positively related to in‐role performance and willingness to change, but no...
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