{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2026,1,22]],"date-time":"2026-01-22T12:56:27Z","timestamp":1769086587505,"version":"3.49.0"},"reference-count":74,"publisher":"Emerald","issue":"1","license":[{"start":{"date-parts":[[2012,2,10]],"date-time":"2012-02-10T00:00:00Z","timestamp":1328832000000},"content-version":"tdm","delay-in-days":0,"URL":"https:\/\/www.emerald.com\/insight\/site-policies"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":[],"published-print":{"date-parts":[[2012,2,10]]},"abstract":"<jats:sec><jats:title content-type=\"abstract-heading\">Purpose<\/jats:title><jats:p>The purpose of the present paper is to advance a testable model, rooted on well\u2010established control and self\u2010regulation theory principles, explaining the causal links between change\u2010related sensemaking, interpretation, readiness and subsequent behavioural action.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Design\/methodology\/approach<\/jats:title><jats:p>Following a review of the two motivation theories and clarification of change\u2010related sensemaking, interpretation, and readiness concepts, the paper proposes a series of research propositions (illustrated by a conceptual model) clarifying how these concepts interact with self\u2010regulating mechanisms. In addition, the feedback model exemplifies how cognitive processes triggered by new knowledge structures relate to behavioural action.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Findings<\/jats:title><jats:p>The model expands upon other existing frameworks by allowing the examination of multi\u2010level factors that account for, and moderate causal links between, change\u2010related sensemaking, interpretation, readiness, and behavioural action. Suggestions for future research and guidelines for practice are outlined.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Practical implications<\/jats:title><jats:p>The variables and processes depicted in the model provide guidelines for change management in organisations, both for individuals and for groups. By eliciting important self\u2010regulating functions, change agents will likely facilitate sensemaking processes, positive interpretations of change, change readiness, and effective change behaviours.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Originality\/value<\/jats:title><jats:p>This paper makes two contributions to the literature. First, it offers a comprehensive and dynamic account of the relationships between change\u2010related sensemaking, interpretation, readiness, and behavioural action decision\u2010making. Second, it elucidates the impact of human agency properties, namely the interplay of efficacy perceptions, social learning, and self\u2010regulating mechanisms on these change\u2010related cognitive processes and subsequent behavioural outcomes.<\/jats:p><\/jats:sec>","DOI":"10.1108\/09534811211199637","type":"journal-article","created":{"date-parts":[[2012,2,11]],"date-time":"2012-02-11T07:10:52Z","timestamp":1328944252000},"page":"143-162","source":"Crossref","is-referenced-by-count":35,"title":["Transformational change in organisations: a self\u2010regulation approach"],"prefix":"10.1108","volume":"25","author":[{"given":"Joana R.C.","family":"Kuntz","sequence":"first","affiliation":[]},{"given":"Jorge F.S.","family":"Gomes","sequence":"additional","affiliation":[]}],"member":"140","reference":[{"key":"key2022031719450449400_b1","unstructured":"Ackerman, L.S. (1986), \u201cChange management: basics for training\u201d, Training and Development Journal, Vol. 40 No. 4, pp. 67\u20108."},{"key":"key2022031719450449400_b2","doi-asserted-by":"crossref","unstructured":"Armenakis, A.A., Harris, S.G. and Mossholder, K.W. (1993), \u201cCreating readiness for organizational change\u201d, Human Relations, Vol. 46, pp. 681\u2010703.","DOI":"10.1177\/001872679304600601"},{"key":"key2022031719450449400_b3","unstructured":"Axelrod, R. (2000), Terms of Engagement: Changing the Way We Change Organizations, Berrett\u2010Koehler, San Francisco, CA."},{"key":"key2022031719450449400_b4","doi-asserted-by":"crossref","unstructured":"Balogun, J. and Johnson, G. (2005), \u201cFrom intended strategies to unintended outcomes: the impact of change recipient sensemaking\u201d, Organization Studies, Vol. 26 No. 11, pp. 1573\u2010601.","DOI":"10.1177\/0170840605054624"},{"key":"key2022031719450449400_b5","doi-asserted-by":"crossref","unstructured":"Bandura, A. (1977), \u201cSelf\u2010efficacy: toward a unifying theory of behavioural change\u201d, Psychological Review, Vol. 84 No. 2, pp. 191\u2010215.","DOI":"10.1037\/0033-295X.84.2.191"},{"key":"key2022031719450449400_b6","doi-asserted-by":"crossref","unstructured":"Bandura, A. (1989), \u201cHuman agency in social cognitive theory\u201d, American Psychologist, Vol. 44 No. 9, pp. 1175\u201084.","DOI":"10.1037\/0003-066X.44.9.1175"},{"key":"key2022031719450449400_b7","doi-asserted-by":"crossref","unstructured":"Bandura, A. (1991), \u201cSocial cognitive theory of self\u2010regulation\u201d, Organizational Behavior and Human Decision Processes, Vol. 50, pp. 248\u201087.","DOI":"10.1016\/0749-5978(91)90022-L"},{"key":"key2022031719450449400_b8","doi-asserted-by":"crossref","unstructured":"Bandura, A. (1999), \u201cSocial cognitive theory: an agentic perspective\u201d, Asian Journal of Social Psychology, Vol. 2, pp. 21\u201041.","DOI":"10.1111\/1467-839X.00024"},{"key":"key2022031719450449400_b9","doi-asserted-by":"crossref","unstructured":"Bandura, A. (2002), \u201cGrowing primacy of human agency in adaptation and change in the electronic era\u201d, European Psychologist, Vol. 7 No. 1, pp. 2\u201016.","DOI":"10.1027\/\/1016-9040.7.1.2"},{"key":"key2022031719450449400_b10","doi-asserted-by":"crossref","unstructured":"Barner, R. (2008), \u201cThe dark tower: using visual metaphors to facilitate emotional expression during organizational change\u201d, Journal of Organizational Change Management, Vol. 21 No. 1, pp. 120\u201037.","DOI":"10.1108\/09534810810847075"},{"key":"key2022031719450449400_b11","doi-asserted-by":"crossref","unstructured":"Barrett, L.F., Gross, J., Christensen, T.C. and Benvenuto, M. (2001), \u201cKnowing what you're feeling and knowing what to do about it: mapping the relationship between emotion differentiation and emotion regulation\u201d, Cognition and Emotion, Vol. 15 No. 6, pp. 713\u201024.","DOI":"10.1080\/02699930143000239"},{"key":"key2022031719450449400_b12","unstructured":"Bartunek, J.M., Krim, R., Necochea, R. and Humphries, M. (1999), \u201cSensemaking, sensegiving, and leadership in strategic organizational development\u201d, in Wagner, J. (Ed.), Advances in Qualitative Organisational Research, Vol. 2, JAI Press, Greenwich, CT, pp. 37\u201071."},{"key":"key2022031719450449400_b13","doi-asserted-by":"crossref","unstructured":"Bartunek, J.M., Rousseau, D.M., Rudolph, J.W. and DePalma, J.A. (2006), \u201cOn the receiving end: sensemaking, emotion, and assessments of an organizational change initiated by others\u201d, The Journal of Applied Behavioral Science, Vol. 42 No. 2, pp. 182\u2010206.","DOI":"10.1177\/0021886305285455"},{"key":"key2022031719450449400_b14","doi-asserted-by":"crossref","unstructured":"Brotheridge, C.M. (2005), \u201cA test of the evolution and predictive capacity of managers' interpretations of change\u201d, Journal of Change Management, Vol. 5 No. 3, pp. 281\u201094.","DOI":"10.1080\/14697010500216559"},{"key":"key2022031719450449400_b15","doi-asserted-by":"crossref","unstructured":"By, R.T. (2005), \u201cOrganizational change management: a critical review\u201d, Journal of Change Management, Vol. 5 No. 4, pp. 369\u201080.","DOI":"10.1080\/14697010500359250"},{"key":"key2022031719450449400_b16","doi-asserted-by":"crossref","unstructured":"Caldwell, S., Herold, D. and Fedor, D. (2004), \u201cToward an understanding of the relationships among organizational change, individual differences, and changes in person\u2010environment fit: a cross\u2010level study\u201d, Journal of Applied Psychology, Vol. 89 No. 5, pp. 868\u201082.","DOI":"10.1037\/0021-9010.89.5.868"},{"key":"key2022031719450449400_b17","doi-asserted-by":"crossref","unstructured":"Campion, M.A. and Lord, R.G. (1982), \u201cA control systems conceptualization of the goal\u2010setting and changing process\u201d, Organizational Behavior and Human Performance, Vol. 30, pp. 265\u201087.","DOI":"10.1016\/0030-5073(82)90221-5"},{"key":"key2022031719450449400_b18","doi-asserted-by":"crossref","unstructured":"Cannon, D.R. (1999), \u201cCause or control? The temporal dimension in failure sensemaking\u201d, The Journal of Applied Behavioral Science, Vol. 35 No. 4, pp. 416\u201038.","DOI":"10.1177\/0021886399354005"},{"key":"key2022031719450449400_b19","doi-asserted-by":"crossref","unstructured":"Carver, C.S. and Scheier, M.F. (1981), Attention and Self\u2010Regulation: A Control Theory Approach to Human Behaviour, Springer\u2010Verlag, New York, NY.","DOI":"10.1007\/978-1-4612-5887-2"},{"key":"key2022031719450449400_b20","doi-asserted-by":"crossref","unstructured":"Causon, J. (2004), \u201cThe internal brand: successful cultural change and employee empowerment\u201d, Journal of Change Management, Vol. 4 No. 4, pp. 297\u2010307.","DOI":"10.1080\/1469701042000259631"},{"key":"key2022031719450449400_b21","doi-asserted-by":"crossref","unstructured":"Cole, M.S., Harris, S.G. and Bernerth, J.B. (2006), \u201cExploring the implications of vision, appropriateness, and execution of organizational change\u201d, Leadership and Organization Development Journal, Vol. 27 No. 5, pp. 352\u201067.","DOI":"10.1108\/01437730610677963"},{"key":"key2022031719450449400_b22","doi-asserted-by":"crossref","unstructured":"Cunningham, C.E., Woodward, C.A., Shannon, H.S., MacIntosh, J., Lendrum, B., Rosenbloom, D. and Brown, J. (2002), \u201cReadiness for organizational change: a longitudinal study of workplace, psychological, and behavioral correlates\u201d, Journal of Occupational and Organizational Psychology, Vol. 75, pp. 377\u201092.","DOI":"10.1348\/096317902321119637"},{"key":"key2022031719450449400_b23","doi-asserted-by":"crossref","unstructured":"Daly, J.P., Pouder, R.W. and Kabanoff, B. (2004), \u201cThe effects of initial differences in firms' espoused values on their post\u2010merger performance\u201d, The Journal of Applied Behavioral Science, Vol. 40 No. 3, pp. 323\u201043.","DOI":"10.1177\/0021886304266815"},{"key":"key2022031719450449400_b24","doi-asserted-by":"crossref","unstructured":"Devos, G., Buelens, M. and Bouckenooghe, D. (2007), \u201cContribution of content, context, and process to understanding openness to organizational change: two experimental simulation studies\u201d, The Journal of Social Psychology, Vol. 147 No. 6, pp. 607\u201029.","DOI":"10.3200\/SOCP.147.6.607-630"},{"key":"key2022031719450449400_b25","doi-asserted-by":"crossref","unstructured":"Frahm, J. and Brown, K. (2007), \u201cFirst steps: linking change communication to change receptivity\u201d, Journal of Organizational Change Management, Vol. 20, pp. 829\u201046.","DOI":"10.1108\/09534810710740191"},{"key":"key2022031719450449400_b26","doi-asserted-by":"crossref","unstructured":"Furnham, A. (2002), \u201cManagers as change agents\u201d, Journal of Change Management, Vol. 3 No. 1, pp. 21\u20109.","DOI":"10.1080\/714042525"},{"key":"key2022031719450449400_b27","doi-asserted-by":"crossref","unstructured":"Gavetti, G. and Levinthal, D. (2000), \u201cLooking forward and looking backward: cognitive and experiential search\u201d, Administrative Science Quarterly, Vol. 45, pp. 113\u201037.","DOI":"10.2307\/2666981"},{"key":"key2022031719450449400_b28","doi-asserted-by":"crossref","unstructured":"Gilbert, C.G. (2006), \u201cChange in the presence of residual fit: can competing frames coexist?\u201d, Organization Science, Vol. 17 No. 1, pp. 150\u201067.","DOI":"10.1287\/orsc.1050.0160"},{"key":"key2022031719450449400_b29","doi-asserted-by":"crossref","unstructured":"Gioia, D.A. and Poole, P.P. (1984), \u201cScripts in organizational behaviour\u201d, Academy of Management Journal, Vol. 9 No. 3, pp. 449\u201059.","DOI":"10.5465\/amr.1984.4279675"},{"key":"key2022031719450449400_b30","doi-asserted-by":"crossref","unstructured":"Gioia, D.A. and Thomas, J.B. (1996), \u201cIdentity, image, and issue interpretation: sensemaking during strategic change in academia\u201d, Administrative Science Quarterly, Vol. 41, pp. 370\u2010403.","DOI":"10.2307\/2393936"},{"key":"key2022031719450449400_b31","doi-asserted-by":"crossref","unstructured":"Hanpachern, C., Morgan, G.A. and Griego, O.V. (1998), \u201cAn extension of the theory of margin: a framework for assessing readiness for change\u201d, Human Resource Development Quarterly, Vol. 9 No. 4, pp. 339\u201050.","DOI":"10.1002\/hrdq.3920090405"},{"key":"key2022031719450449400_b32","doi-asserted-by":"crossref","unstructured":"Heracleous, L. and Barrrett, M. (2001), \u201cOrganizational change as discourse: communicative actions and deep structures in the context of information technology implementation\u201d, Academy of Management Journal, Vol. 44 No. 4, pp. 755\u201078.","DOI":"10.5465\/3069414"},{"key":"key2022031719450449400_b33","doi-asserted-by":"crossref","unstructured":"Holt, D.T., Armenakis, A.A., Field, H.S. and Harris, S. (2007), \u201cReadiness for organizational change: the systematic development of a scale\u201d, The Journal of Applied Behavioral Science, Vol. 43 No. 2, pp. 232\u201055.","DOI":"10.1177\/0021886306295295"},{"key":"key2022031719450449400_b34","doi-asserted-by":"crossref","unstructured":"Hyland, M. (1988), \u201cMotivational control theory: an integrative framework\u201d, Journal of Personality and Social Psychology, Vol. 55 No. 4, pp. 642\u201051.","DOI":"10.1037\/0022-3514.55.4.642"},{"key":"key2022031719450449400_b35","doi-asserted-by":"crossref","unstructured":"Isabella, L.A. (1990), \u201cEvolving interpretations as a change unfolds: how managers construe key organizational events\u201d, Academy of Management Journal, Vol. 33 No. 1, pp. 7\u201041.","DOI":"10.5465\/256350"},{"key":"key2022031719450449400_b36","doi-asserted-by":"crossref","unstructured":"James, L.A. and James, L.R. (1989), \u201cIntegrating work environment perceptions: explorations into the measurement of meaning\u201d, Journal of Applied Psychology, Vol. 74 No. 5, pp. 739\u201051.","DOI":"10.1037\/0021-9010.74.5.739"},{"key":"key2022031719450449400_b37","doi-asserted-by":"crossref","unstructured":"Jimmieson, N.L., Peach, M. and White, K.M. (2008), \u201cUtilizing the theory of planned behaviour to inform change management: an investigation of employee intentions to support organizational change\u201d, The Journal of Applied Behavioral Science, Vol. 44 No. 2, pp. 237\u201062.","DOI":"10.1177\/0021886307312773"},{"key":"key2022031719450449400_b38","doi-asserted-by":"crossref","unstructured":"Jones, R.A., Jimmieson, N.L. and Griffiths, A. (2005), \u201cThe impact of organizational culture and reshaping capabilities on change implementation success: the mediating role of readiness for change\u201d, Journal of Management Studies, Vol. 42 No. 2, pp. 361\u201086.","DOI":"10.1111\/j.1467-6486.2005.00500.x"},{"key":"key2022031719450449400_b39","doi-asserted-by":"crossref","unstructured":"Karp, T. and Helgo, T.I.T. (2009), \u201cReality revisited: leading people in chaotic change\u201d, Journal of Management Development, Vol. 28 No. 2, pp. 81\u201093.","DOI":"10.1108\/02621710910932052"},{"key":"key2022031719450449400_b40","unstructured":"Kerber, K. and Buono, A. (2005), \u201cRethinking organizational change: reframing the challenge of change management\u201d, Organization Development Journal, Vol. 23 No. 3, pp. 23\u201039."},{"key":"key2022031719450449400_b41","doi-asserted-by":"crossref","unstructured":"Kirton, M.J. and Mulligan, G. (1973), \u201cCorrelates of managers' attitudes toward change\u201d, Journal of Applied Psychology, Vol. 58 No. 1, pp. 101\u20107.","DOI":"10.1037\/h0035425"},{"key":"key2022031719450449400_b43","unstructured":"Kumari, S. and Dwivedi, K. (1988), \u201cEffect of organizational climate on attitude toward change: a comparative study\u201d, Social Science International, Vol. 4 Nos 1\u20102, pp. 9\u201014."},{"key":"key2022031719450449400_b44","doi-asserted-by":"crossref","unstructured":"Landau, D. and Drori, I. (2008), \u201cNarratives as sensemaking accounts: the case of an R&D laboratory\u201d, Journal of Organizational Change Management, Vol. 21 No. 6, pp. 701\u201020.","DOI":"10.1108\/09534810810915736"},{"key":"key2022031719450449400_b45","doi-asserted-by":"crossref","unstructured":"Lines, R. (2005), \u201cThe structure and function of attitudes toward organizational change\u201d, Human Resource Development Review, Vol. 4 No. 1, pp. 8\u201032.","DOI":"10.1177\/1534484304273818"},{"key":"key2022031719450449400_b46","doi-asserted-by":"crossref","unstructured":"Lord, R.G., Diefendorff, J.M., Schmidt, A. and Hall, R.J. (2010), \u201cSelf\u2010regulation at work\u201d, Annual Review of Psychology, Vol. 61, pp. 543\u201068.","DOI":"10.1146\/annurev.psych.093008.100314"},{"key":"key2022031719450449400_b47","doi-asserted-by":"crossref","unstructured":"Lord, R.G. and Kernan, M.C. (1987), \u201cScripts as determinants of purposeful behavior in organizations\u201d, Academy of Management Review, Vol. 12 No. 2, pp. 265\u201077.","DOI":"10.5465\/amr.1987.4307831"},{"key":"key2022031719450449400_b48","doi-asserted-by":"crossref","unstructured":"Maitlis, S. (2005), \u201cThe social processes of organizational sensemaking\u201d, Academy of Management Journal, Vol. 48 No. 1, pp. 21\u201049.","DOI":"10.5465\/amj.2005.15993111"},{"key":"key2022031719450449400_b49","doi-asserted-by":"crossref","unstructured":"Martin, A.J., Jones, E.S. and Callan, V.J. (2006), \u201cStatus differences in employee adjustment during organizational change\u201d, Journal of Managerial Psychology, Vol. 21 No. 2, pp. 145\u201062.","DOI":"10.1108\/02683940610650758"},{"key":"key2022031719450449400_b50","doi-asserted-by":"crossref","unstructured":"McKinley, W., Zhao, J. and Rust, K.G. (2000), \u201cA sociocognitive interpretation of organizational downsizing\u201d, Academy of Management Review, Vol. 25 No. 1, pp. 227\u201043.","DOI":"10.5465\/amr.2000.2791612"},{"key":"key2022031719450449400_b51","unstructured":"Nadler, D.A. (1999), \u201cThe congruence model of change\u201d, in Gallos, J. (Ed.), Organization Development, John Wiley & Sons, San Francisco, CA, pp. 252\u201062."},{"key":"key2022031719450449400_b52","doi-asserted-by":"crossref","unstructured":"Oreg, S. (2003), \u201cResistance to change: developing an individual differences measure\u201d, Journal of Applied Psychology, Vol. 88 No. 4, pp. 680\u201093.","DOI":"10.1037\/0021-9010.88.4.680"},{"key":"key2022031719450449400_b53","doi-asserted-by":"crossref","unstructured":"Paglis, L. and Green, S. (2002), \u201cLeadership self\u2010efficacy and managers' motivation for leading change\u201d, Journal of Organizational Behavior, Vol. 23, pp. 215\u201035.","DOI":"10.1002\/job.137"},{"key":"key2022031719450449400_b54","unstructured":"Pellettiere, V. (2006), \u201cOrganization self\u2010assessment to determine the readiness and risk for a planned change\u201d, Organization Development Journal, Vol. 24 No. 4, pp. 38\u201043."},{"key":"key2022031719450449400_b55","doi-asserted-by":"crossref","unstructured":"Phillips, J.M., Hollenbeck, J.R. and Ilgen, D.R. (1996), \u201cPrevalence and prediction of positive discrepancy creation: examining a discrepancy between two self\u2010regulation theories\u201d, Journal of Applied Psychology, Vol. 81 No. 5, pp. 498\u2010511.","DOI":"10.1037\/0021-9010.81.5.498"},{"key":"key2022031719450449400_b56","unstructured":"Pierro, A., Capozza, D., Mannetti, L. and Livi, S. (2002), \u201cCoping with organizational change: antecedents and consequents\u201d, Richerce di Psicologia, Vol. 3 No. 5, pp. 107\u201032."},{"key":"key2022031719450449400_b57","doi-asserted-by":"crossref","unstructured":"Quinones, M.A. and Ehrenstein, A. (1997), Training for a Rapidly Changing Workplace: Applications of Psychological Research, American Psychological Association, Washington, DC.","DOI":"10.1037\/10260-000"},{"key":"key2022031719450449400_b58","doi-asserted-by":"crossref","unstructured":"Rafferty, A. and Simons, R. (2006), \u201cAn examination of the antecedents of readiness for fine\u2010tuning and corporate transformation changes\u201d, Journal of Business and Psychology, Vol. 20 No. 3, pp. 325\u201050.","DOI":"10.1007\/s10869-005-9013-2"},{"key":"key2022031719450449400_b59","doi-asserted-by":"crossref","unstructured":"Randall, J. and Procter, S. (2008), \u201cAmbiguity and ambivalence: senior managers' accounts of organizational change in a restructured government department\u201d, Journal of Organizational Change Management, Vol. 21 No. 6, pp. 686\u2010700.","DOI":"10.1108\/09534810810915727"},{"key":"key2022031719450449400_b60","doi-asserted-by":"crossref","unstructured":"Rousseau, D.M. and Tijoriwala, S.A. (1999), \u201cWhat's a good reason to change? Motivated reasoning and social accounts in promoting organizational change\u201d, Journal of Applied Psychology, Vol. 84 No. 4, pp. 514\u201028.","DOI":"10.1037\/0021-9010.84.4.514"},{"key":"key2022031719450449400_b61","doi-asserted-by":"crossref","unstructured":"Schneider, S.C. (1997), \u201cInterpretation in organizations: sensemaking and strategy\u201d, European Journal of Work and Organizational Psychology, Vol. 6 No. 1, pp. 93\u2010102.","DOI":"10.1080\/135943297399321"},{"key":"key2022031719450449400_b62","doi-asserted-by":"crossref","unstructured":"Skar, S., Sniehotta, F.F., Araujo\u2010Soares, V. and Molloy, G.J. (2008), \u201cPrediction of behaviour vs prediction of behaviour change: the role of motivational moderators in the theory of planned behaviour\u201d, Applied Psychology: An International Review, Vol. 57 No. 4, pp. 609\u201027.","DOI":"10.1111\/j.1464-0597.2008.00346.x"},{"key":"key2022031719450449400_b63","doi-asserted-by":"crossref","unstructured":"Stensaker, I. and Falkenberg, J. (2007), \u201cMaking sense of different responses to corporate change\u201d, Human Relations, Vol. 60 No. 1, pp. 137\u201077.","DOI":"10.1177\/0018726707075287"},{"key":"key2022031719450449400_b64","doi-asserted-by":"crossref","unstructured":"Thomas, J.B., Shankster, L.J. and Mathieu, J.E. (1994), \u201cAntecedents to organizational issue interpretation: the roles of single\u2010level, cross\u2010level, and content cues\u201d, Academy of Management Journal, Vol. 37 No. 5, pp. 1252\u201084.","DOI":"10.5465\/256672"},{"key":"key2022031719450449400_b65","doi-asserted-by":"crossref","unstructured":"Trumbo, D.A. (1961), \u201cIndividual and group correlates of attitudes toward work\u2010related change\u201d, Journal of Applied Psychology, Vol. 45 No. 5, pp. 338\u201044.","DOI":"10.1037\/h0040464"},{"key":"key2022031719450449400_b66","doi-asserted-by":"crossref","unstructured":"Van Dam, K., Oreg, S. and Schyns, B. (2008), \u201cDaily work contexts and resistance to organizational change: the role of leader\u2010member exchange, development climate, and change process characteristics\u201d, Applied Psychology: An International Review, Vol. 57 No. 2, pp. 313\u201034.","DOI":"10.1111\/j.1464-0597.2007.00311.x"},{"key":"key2022031719450449400_b67","doi-asserted-by":"crossref","unstructured":"Vancouver, J.B. (2005), \u201cThe depth of history and explanation as benefit and bane psychological control theories\u201d, Journal of Applied Psychology, Vol. 90 No. 1, pp. 38\u201052.","DOI":"10.1037\/0021-9010.90.1.38"},{"key":"key2022031719450449400_b68","doi-asserted-by":"crossref","unstructured":"Walinga, J. (2008), \u201cToward a theory of change readiness: the roles of appraisal, focus, and perceived control\u201d, The Journal of Applied Behavioral Science, Vol. 44 No. 3, pp. 315\u201047.","DOI":"10.1177\/0021886308318967"},{"key":"key2022031719450449400_b69","doi-asserted-by":"crossref","unstructured":"Walsh, J.P. (1995), \u201cManagerial and organisational cognition: notes from a trip down memory lane\u201d, Organization Science, Vol. 6 No. 3, pp. 280\u2010321.","DOI":"10.1287\/orsc.6.3.280"},{"key":"key2022031719450449400_b70","doi-asserted-by":"crossref","unstructured":"Wanberg, C.R. and Banas, J.T. (2000), \u201cPredictors and outcomes of openness to change in a reorganizing workplace\u201d, Journal of Applied Psychology, Vol. 83 No. 1, pp. 132\u201042.","DOI":"10.1037\/0021-9010.85.1.132"},{"key":"key2022031719450449400_b71","doi-asserted-by":"crossref","unstructured":"Weeks, W.A., Roberts, J., Chonko, L.B. and Jones, E.J. (2004), \u201cOrganizational readiness for change, individual fear of change, and sales manager performance: an empirical investigation\u201d, Journal of Personal Selling and Sales Management, Vol. 24 No. 1, pp. 7\u201017.","DOI":"10.1080\/08853134.2004.10749012"},{"key":"key2022031719450449400_b72","doi-asserted-by":"crossref","unstructured":"Weick, K.E., Sutcliffe, K.M. and Obstfeld, D. (2005), \u201cOrganizing and the process of sensemaking\u201d, Organization Science, Vol. 16 No. 4, pp. 409\u201021.","DOI":"10.1287\/orsc.1050.0133"},{"key":"key2022031719450449400_b73","doi-asserted-by":"crossref","unstructured":"Whitmore, J. (2004), \u201cSomething really has to change: \u2018change management\u2019 as an imperative rather than a topic\u201d, Journal of Change Management, Vol. 1, pp. 5\u201014.","DOI":"10.1080\/1469701032000154971"},{"key":"key2022031719450449400_b74","doi-asserted-by":"crossref","unstructured":"Woodward, S. and Hendry, C. (2004), \u201cLeading and coping with change\u201d, Journal of Change Management, Vol. 4 No. 2, pp. 155\u201083.","DOI":"10.1080\/1469701042000221687"},{"key":"key2022031719450449400_frg42","doi-asserted-by":"crossref","unstructured":"Klein, H.J. (1989), \u201cAn integrated control theory model of work motivation\u201d, The Academy of Management Review, Vol. 14 No. 2, pp. 150\u201072.","DOI":"10.5465\/amr.1989.4282072"}],"container-title":["Journal of Organizational Change Management"],"original-title":[],"language":"en","link":[{"URL":"http:\/\/www.emeraldinsight.com\/doi\/full-xml\/10.1108\/09534811211199637","content-type":"unspecified","content-version":"vor","intended-application":"text-mining"},{"URL":"https:\/\/www.emerald.com\/insight\/content\/doi\/10.1108\/09534811211199637\/full\/xml","content-type":"application\/xml","content-version":"vor","intended-application":"text-mining"},{"URL":"https:\/\/www.emerald.com\/insight\/content\/doi\/10.1108\/09534811211199637\/full\/html","content-type":"unspecified","content-version":"vor","intended-application":"similarity-checking"}],"deposited":{"date-parts":[[2025,7,25]],"date-time":"2025-07-25T00:32:48Z","timestamp":1753403568000},"score":1,"resource":{"primary":{"URL":"http:\/\/www.emerald.com\/jocm\/article\/25\/1\/143-162\/252561"}},"subtitle":[],"short-title":[],"issued":{"date-parts":[[2012,2,10]]},"references-count":74,"journal-issue":{"issue":"1","published-print":{"date-parts":[[2012,2,10]]}},"alternative-id":["10.1108\/09534811211199637"],"URL":"https:\/\/doi.org\/10.1108\/09534811211199637","relation":{},"ISSN":["0953-4814"],"issn-type":[{"value":"0953-4814","type":"print"}],"subject":[],"published":{"date-parts":[[2012,2,10]]}}}