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Predicting employee intentions to support organizational change: an examination of identification processes during a
Nerina L Jimmieson1, Katherine M White
1School of Psychology, University of Queensland, Brisbane, Australia. n.jimmieson@psy.uq.edu.au
Abstract:
This study examined if organizational identification can account for the mechanisms by which two-change management practices (communication and participation) influence employees' intentions to support change. The context was a sample of 82 hotel employees in the early stages of a re-brand. Identification with the new hotel fully mediated the relationship between communication and adaptive and proactive intentions to support change, as well as between participation and proactive intentions.
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