Change recipients' reactions to organizational change: A 60-year review of quantitative studies

Shaul Oreg*, Maria Vakola, Achilles Armenakis

*Corresponding author for this work

Research output: Contribution to journalReview articlepeer-review

590 Scopus citations

Abstract

This study reviews quantitative empirical studies of change recipients' reactions to organizational change. The authors reviewed studies published between 1948 and 2007, out of which 79 met the criteria of being quantitative studies of change recipients' reactions to an organizational change. Through an inductive review, the authors unravel a model of (a) explicit reactions to change, in which these reactions are conceptualized as tridimensional attitudes; (b) reaction antecedents that comprise prechange antecedents (viz., change recipient characteristics and internal context) and change antecedents (viz., change process, perceived benefit/harm, and change content); and (c) change consequences, including work-related and personal consequences. On the basis of their review the authors conclude by proposing directions for future research and practical managerial implications.

Original languageAmerican English
Pages (from-to)461-524
Number of pages64
JournalThe Journal of Applied Behavioral Science
Volume47
Issue number4
DOIs
StatePublished - Dec 2011
Externally publishedYes

Keywords

  • change recipients
  • change research
  • reactions to organizational change

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