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Purpose– At the heart of organizational change lies the extent to which individuals cope with the uncertainties and complexities that change introduces into their work lives. The purpose of this paper is to analyze the behavioral reactions of employees to change and their associated reasons for or against a large-scale technological change implemented in a bank.Design/methodology/approach– A total of 146 bank employees located in 40 bank branches participated two times in providing critical incidents regarding their initial and midcourse reactions to this change.Findings– Results showed that anticipated benefits associated with change initiate positive reactions to change. These reactions are maintained positive due to supervisory support. Resistance is activated by perceived high cost-low benefit change at hand and it is shifted to active support when there is open communication and supervisory support.Originality/value– Until now the majority of research studies on reactions to change do not investigate the duration and/or continuity of a behavior, assuming that once the reasons behind and the behaviors are formulated these will persist over time.

An overview of the impact of organizational change on individuals and organizations : an introductory note / Maria Vakola, Athens University of Economics and Business, Paraskevas Petrou, Erasmus University Rotterdam -- Organizational change and employee functioning : investigating boundary conditions / Victoria Bellou, University of Thessaly, Greece, Despoina Xanthopoulou, Aristotle University of Thessaloniki, Greece, Panagiotis Gkorezis, Hellenic Open University and Open University of Cyprus -- Change consultation during organizational restructuring : buffering and exacerbating effects in the context of role stress / Nerina L. Jimmieson and Michelle K. Tucker, Queensland University of Technology, Australia -- Individual and external coping resources as predictors of employees' change attitudes / Alannah E. Rafferty, University of New South Wales, Australia, Nerina L. Jimmieson, Queensland University of Technology, Australia -- Emotions and cognitions and change outcomes -- Feelings about change : the role of emotions and emotion regulation for employee adaptation to organizational change / Karen van Dam, Open University, The Netherlands -- How workers' appraisals of change influence employee outcomes / Professor Karina Nielsen , Norwich Business School, University of East Anglia, UK -- Dynamics of trust and fairness during organizational change : implications for job crafting and work engagement / 8. Organizational Change: Implications for the Psychological Contract -- Maria Tomprou, Carnegie Mellon, US, Samantha D. Hansen, University of Toronto, Canada -- Measuring change recipients' reactions : the development and psychometric evaluation of the crre scale / Tsaousis Ioannis and Vakola Maria -- Organizational-level and team-level facilitators of change -- Destructive uncertainty : the toxic triangle, implicit theories and leadership identity during organizational change / Pedro Neves (Nova School of Business and Economics), Portugal, Birgit Schyns (Durham University), UK -- Organizational change and health : the specific role of job insecurity / Birgit Koper, Federal Institute of Occupational Safety and Health (Germany), Alexandra Michel, University of Heidelberg (Germany) -- Improving our understanding of collective attitudes towards change formation / Gavin Schwarz - University of New South Wales (Australia), Dave Bouckenooghe - Brock University (Canada)

"Organizational change is a reality of 21st century working life, but what psychological effects does it have on individual workers, and what coping strategies can be used to mediate its impact? In today's turbulent work and career environment, employees are required not only to accept changes as passive recipients, but to proactively initiate changes and demonstrate attitudes, behaviours, and skills valued by current employers. As a result, organizational psychologists, both researchers and practitioners, have had to acknowledge and understand the myriad challenges faced by employees as a result of organizational change. In this important new book, an international range of prominent scholars examine the key psychological issues around organizational change at the individual level, including:health and well-beingstress and emotional regulationperformance and leadershipattitudes and implications for the psychological contractAnalysing and presenting the impact of organizational change, and possible coping strategies to successfully manage change, the volume is ideal for students and researchers of work and organizational psychology, business and management and HRM."--Provided by publisher.

PurposeAlthough the phenomenon of organisational silence is widely seen in organisations, there is little empirical evidence regarding its nature and main components. This paper aims at investigating the dimensions of silence climate as they are perceived by individuals and exploring the effects of these dimensions on job attitudes.Design/methodology/approachIn a sample of 677 employees, three dimensions of silence climate are constructed and measured in order to examine their effects on employee silence behaviour, organisational commitment and job satisfaction.FindingsResults indicate that supervisors' attitudes to silence, top management attitudes to silence and communication opportunities are associated and predict employees' silence behaviour. These three dimensions are also associated with organisational commitment and job satisfaction.Originality/valueAlthough the phenomenon of organisational silence is expected in organisations, there is little empirical evidence in the literature aimed at defining it, analysing it and coping with it. Silence climate has an impact on organizations' ability to detect errors and learn and, therefore, organizational effectiveness is negatively affected. This exploratory study aims to measure organisational silence as a continuum between silence and voice explain silence behaviour through organisational climate dimensions. Based on the findings of this study, there are some important implications that are discussed.

PurposeOccupational stress and organizational change are now widely accepted as two major issues in organizational life. The current study explores the linkage between employees' attitudes towards organizational change and two of the most significant constructs in organizational behaviour; occupational stress and organizational commitment.Design/methodology/approachA total of 292 participants completed ASSET, a new "Organizational Screening Tool", which, among other things, measures workplace stress and organizational commitment and a measure assessing attitudes towards organizational change.FindingsThe results were in the expected direction showing negative correlations between occupational stressors and attitudes to change, indicating that highly stressed individuals demonstrate decreased commitment and increased reluctance to accept organizational change interventions. The most significant impact on attitudes to change was coming from bad work relationships emphasizing the importance of that occupational stressor on employees' attitudes towards change. The results did not support the role of organizational commitment as a moderator in the relationship between occupational stress and attitudes to change.Research limitations/implicationsA limitation of the research design could be that all measures originated from the same source resulting in possible contamination from common method variance. Further, the cross‐sectional research design adopted in the present study, as opposed to a longitudinal or experimental methodology, does not allow affirmative causal explanations.Originality/valueThe present study showed that good and effective work relationships are very important in organizational change. Handling conflicts, building supportive work relationships and communicating effectively all contribute to the formulation of positive attitudes to change and, therefore, to the success of a change programme. In addition, organizations need to examine the extra workload which organizational change may create. Increase in workload is not only easily attributable to the change but it also makes change unattractive and problematic leading to non‐supportive attitudes.

Explores the need for a business process re‐engineering methodology and presents a critique of the existing methodologies. The identified weaknesses served as a basis for the development of a new eight‐stage BPR methodology which was implemented and evaluated within three European construction companies. Summarises these stages, highlighting the need for a more integrated approach to organisational change where the human and organisational issues are incorporated in the implementation of the BPR initiative.

PurposeThe purpose of this paper is to explore and identify relationships between psychological contract inducements and the five‐factor model of personality (FFM) in Greece.Design/methodology/approachA survey questionnaire that incorporated measures of intrinsic and extrinsic psychological contract inducements and a Greek personality measure of the FFM was completed by 299 respondents. Hierarchical regression analyses were used to explore the hypotheses.FindingsThe paper finds that extroversion and conscientiousness are associated with intrinsic but not extrinsic psychological contract inducements and that neuroticism is associated with extrinsic but not intrinsic inducements. The hypothesis pertaining to openness to experience was rejected, because it was not associated with intrinsic psychological contract inducements, as expected.Research limitations/implicationsThe study design was cross‐sectional and used only self‐report measures. Therefore, it should be cross‐validated with different research designs (e.g. longitudinal research) and in other countries.Practical implicationsThe findings provide further support on the significance of personality measures for the selection, development and motivation of employees.Originality/valueThe most significant contribution of the study is that it explores the relationship between personality and psychological contract inducements rather than psychological contract types. Another contributing factor is that the study is carried out in Greece.

Although the role of organisational characteristics in the change process has been extensively analysed and discussed in the literature, individual characteristics, which are equally crucial for the success of change, have been neglected. Therefore, the purpose of the present study is to add a different way of looking and working with organisational change by focusing on individuals' emotions and personality traits. This paper explores how emotional intelligence and the "big five" dimensions of personality can facilitate organisational change at an individual level by exploring the relationship between these attributes and attitudes toward organisational change. The sample consisted of 137 professionals who completed self‐report inventories assessing emotional intelligence, personality traits and attitudes towards organisational change. The results confirmed that there is a relationship between personality traits and employees' attitudes toward change. Similarly, the contribution of emotional intelligence to the attitudes to change was found to be significant, indicating the added value of using an emotional intelligence measure above and beyond the effect of personality. The practical implications of these findings are discussed in relation to the phases of a change project.

Despite what we know about how organizations and their members respond to change, organizations continue to spend an inordinate amount of time confronting, mitigating, and dealing with failure during change. This special issue focuses on what happens when organizational change fails. Its goal is to enhance knowledge and advance theory regarding the processes and mechanisms that underlie the emergence of organizational change failure. In this editorial, we first take stock of the established perspectives on failure, and introduce an integrative approach to offer a more holistic account of the process of change failure. The framework constitutes a multilevel, interlocking strategy for future scholarship. It highlights how the evolving experience defines, creates, and enacts failure during change across three structures: the surface (i.e., context), intermediate (i.e., building block dimensions), and deep (i.e., enduring aspects) structures of failure. With this frame as its basis, the articles in the special issue prompt discussion of what exactly failure means for organizations and their members dealing with different accounts of change failure.