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Employee commitment and support for an organizational change: Test of the three‐component model in two cultures
Author(s) -
Meyer John P.,
Srinivas E. S.,
Lal Jaydeep B.,
Topolnytsky Laryssa
Publication year - 2007
Publication title -
journal of occupational and organizational psychology
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 2.257
H-Index - 114
eISSN - 2044-8325
pISSN - 0963-1798
DOI - 10.1348/096317906x118685
Subject(s) - organizational commitment , psychology , restructuring , continuance , affective events theory , social psychology , test (biology) , organizational culture , empirical research , job satisfaction , public relations , job performance , business , political science , finance , epistemology , job attitude , biology , paleontology , philosophy
Although commitment is commonly identified as an essential element for the effective implementation of organizational change, little empirical evidence exists to support this claim. We conducted two studies to replicate and extend findings pertaining to Herscovitch and Meyer's three‐component model of commitment to an organizational change. In the first study, we examined relations within and across time between employees' commitment (affective, normative and continuance) and level of support for a strategic initiative undertaken by a Canadian utility company in response to deregulation. In the second study, we tested the model in a sample of managers in an Indian organization undergoing major restructuring. In both studies we found considerable support for the relations between commitment and support predicted by the model. However, we also found evidence for potential culture differences. Implications for theory, research and change management practice are discussed.