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Will a Good Citizen Actively Support Organizational Change? Investigation of Psychological Processes Underlying Active Change Support

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dc.contributor.authorKim, TaiGyu-
dc.date.accessioned2009-03-04-
dc.date.available2009-03-04-
dc.date.issued2008-
dc.identifier.citationSeoul Journal of Business Vol14(1): 79~104(2008)en
dc.identifier.issn1226-9816-
dc.identifier.urihttp://hdl.handle.net/10371/1789-
dc.description.abstractThe present study investigated motivational factors of employee’s
active change support (ACS). It also investigated good citizens’ response
to the change by highlighting convergence and divergence of
motivational factors between ACS and traditional extra-role behavior.
The findings based on 166 staff responses and 346 supervisor
assessments in a hospital that recently implemented a sharedgovernance
structure suggest that active change support is a result of
an active thinking process that involves perception of potential benefit
from change but not necessarily the consequence of conventional
predictors of extra-role behaviors (i.e., positive attitudes). The findings
also suggest that good citizens are not necessarily the supporters of
organizational change and that in actuality they confront motivational
dilemma especially when they hold high quality relationship with their
employer because they are reluctant to challenge the status quo.
en
dc.language.isoenen
dc.publisherCollege of Business Administration (경영대학)en
dc.subjectorganizational changeen
dc.subjectorganizational citizenship behavioren
dc.subjectchange supporten
dc.titleWill a Good Citizen Actively Support Organizational Change? Investigation of Psychological Processes Underlying Active Change Supporten
dc.typeSNU Journalen
dc.contributor.AlternativeAuthor김태규-
Appears in Collections:
College of Business Administration/Business School (경영대학/대학원)Dept. of Business Administration (경영학과)Seoul Journal of BusinessSeoul Journal of Business Volume 14, Number 1/2 (2008)
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