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Scheller College of Business
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ItemWhen change leadership impacts commitment to change and when it doesn't: a multi-level multi-dimensional investigation(Georgia Institute of Technology, 2009-12-09) Liu, YiRecent research has urged more comprehensive theoretical development and empirical validation in the field of organizational change. This study is aimed at further developing the change leadership construct and investigating its effect on employees¡¯ commitment to a particular change, along with investigating the moderating roles of leaders¡¯ general transformational leadership styles and subordinates¡¯ affective commitment to the larger organization. The results for the change leadership measure suggest that change leadership behaviors encompass two factors¡ªleaders¡¯ change-selling behavior and change- implementing behavior. Hierarchical linear modeling results indicate that the two aspects of change leadership have different effects on employees¡¯ affective commitment to change. Results on the three-way interaction also provided a more comprehensive view of organizational change situations. Additional theoretical and empirical implications are discussed.
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ItemViewing Person-Environment Fit Through the Lenses of Organizational Change: A Cross-level Study(Georgia Institute of Technology, 2004-02-12) Caldwell, Steven DouglasOrganizational behavior literature has not typically viewed person-environment (PE) fit as an outcome of organizational change. Although organizations consider PE fit of their employees to be important to the success of both parties, the study of antecedents to individuals fit with their work environment has largely been restricted to the selection and socialization of newcomers. This study investigates effects of several change factors (e.g., the extent of change and how it was managed), as well as the cross-level interaction between the change factors and individual differences (e.g., motivational orientations) on PE fit of individuals who participated in various organizational changes. PE fit was evaluated along three dimensions (Person-Job, Person-Group, Person-Organization). Results show that change is a complex phenomenon and is best understood by interactions between the extent of change, characteristics of the change process, and differences in individuals motivational tendencies. Specifically, the study showed that the fairness of the change process was typically associated with PJ and PO fit, whereas management support for the change generally related to PJ and PG fit. In addition, limited support was found for hypothesized effects of motivational orientations. As expected, Mastery related positively with PE fit, while positive effects of Competitiveness (an externally cued Approach orientation) on PE fit depended on high levels of management support. Surprisingly, it was low Avoid individuals (not high) where the extent of change related negatively with aspects of PE fit. A discussion of the results, as well as limitations and implications of this study, is provided for consideration on future research in this area.
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ItemAn attribution-centered model of observers' reactions to workplace aggression(Georgia Institute of Technology, 2001-05) Wilkerson, James Michael
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ItemA longitudinal field investigation of antecedents and consequences of self-efficacy during aviation training(Georgia Institute of Technology, 1998-08) Davis, Walter D.
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ItemOrganizational justice in the context of the supervisor-subordinate relationship(Georgia Institute of Technology, 1996-05) Maslyn, John M.
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ItemStrategies in upward influence : antecedents of upward influence styles and the impact of attributions for failure(Georgia Institute of Technology, 1993-08) Farmer, Steven Marvin
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ItemPerformance feedback giving in formal learning situations : the effects of affective, cognitive, and situational influences(Georgia Institute of Technology, 1993-05) Adams, Susan Miller