Attitudinal ambivalence during the organizational change: Response amplification and individual difference

• 발행기관: 한국인사조직학회
• 저자명: Myung-Hui Kim Tai-Kyu Kim
• 간행물 정보: 『한국인사조직학회 발표논문집』한국인사조직학회 2014년도 추계학술연구발표회 발표논문집, 56~83쪽, 전체 27쪽
• 주제분류: 경제경영 > 경영학
• 파일형태: PDF
• 발행일자: 2014.10.31

영문 초록

The purpose of this study was to investigate the effects of social pressure on ambivalent attitude holders' loyalty towards and participation in organizational change. Thereby, response amplification hypothesis was used. The secondary purpose of this study was to examine whether the effects of social pressure on loyalty towards and participation in change are differentiated by individual differences. Individual differences were categorized by the level of internal and external locus of control. The subjects of this research consisted of 230 employees in a middle-sized Korean company. The results show that ambivalent attitude holders were more loyal towards change but actually less participated in change. This study also found that individuals experiencing ambivalence were less loyal towards change but more participated in change in the presence of social pressure. Different from expectation, ambivalent attitude holders with higher level of external locus of control were more loyal towards change and more participated in change in the absence of social pressure. There were no significant differences in individuals with higher level of internal locus of control. Practical implications were discussed.

목차

Abstract

INTRODUCTION

THEORY AND HYPOTHESES

METHODS

RESULTS

DISCUSSION

REFERENCES

키워드

Ambivalence social pressure internal locus of control external locus of control organizational change response amplification