Publication Date
2025
Document Type
Dissertation
Committee Members
Debra Steele-Johnson, Ph.D. (Advisor); Ion Juvina, Ph.D. (Committee Member); David Lahuis, Ph.D. (Committee Member); Scott Watamaniuk, Ph.D. (Committee Member)
Degree Name
Doctor of Philosophy (PhD)
Abstract
With organizations operating in increasingly dynamic and competitive landscapes, organizations need to be able to get their employees to adapt to system-wide changes that are needed. However, research has suggested a 70% failure rate for organizational change initiatives (Hughes, 2011). Prior research has produced mixed research results when examining resistance and readiness to organizational change on either a single dimension (e.g., Kaplan, 1972) or two dimensions (e.g., Repovs, Drnovsek, & Kase, 2019). I extended prior research by examining resistance versus readiness as residing on a single continuum and whether effects on outcomes were moderated by change orientations. Research has suggested that active and passive change orientations reflect two distinct dimensions (e.g., Repovs, Drnovsek, & Kase, 2019). I used a 2 x 2 x 2 between-subjects design to examine whether change acceptance (resistance versus readiness) effects on outcomes (counterproductive work behavior [CWB], turnover intention, support for change, conformity) were moderated by change orientation (active versus passive) and whether the change acceptance and orientation effects differed depending on the order in which outcomes measures were obtained (CWB, turnover intention, support for change followed by conformity versus conformity followed by the other three measures). Results obtained from working adults (N = 256) supported predictions that change orientation had two dimensions. Also, results provided support for the predictions that change acceptance would affect CWB, turnover intention, and support for change for those assigned to the active change orientation condition. However, results failed to provide support for the prediction that change acceptance would affect conformity for those assigned to the passive change orientation condition. Moreover, results revealed unexpected effects for change acceptance for participants assigned to the passive orientation condition as well as more complex interactions involving change orientation, change acceptance, dispositional submission, and dispositional proactivity. My results provide evidence that change orientation acts as a moderator and suggest directions for future research relating to other moderators (e.g., goal strength), more complex relationships, and the potential role of outcome types (e.g., interpersonal versus intrapersonal) in designing effective change interventions.
Page Count
148
Department or Program
Department of Psychology
Year Degree Awarded
2025
Copyright
Copyright 2025, all rights reserved. My ETD will be available under the "Fair Use" terms of copyright law.
