Abstract
The goal of this study was to test a multi-level model of organizational change that examined how various antecedents, employee reactions, and organizational and personal outcomes relate to one another. The research was conducted via online surveys and as a longitudinal study. Participants were employees at a large supply distribution company, and were a part of the Pilot implementation of a new Enterprise Resource Planning (ERP) system. Results from the study revealed that job stress was closely related to organizational commitment, job satisfaction, and psychological well-being, while change commitment was associated with higher organizational commitment and job satisfaction. Positive training reactions were linked to increased change commitment and organizational commitment, and change-specific self-efficacy also predicted commitment to change. Additionally, change self-efficacy and principal support significantly moderated the relationship between coping and organizational commitment. These results only partially supported the hypotheses of this study; thus, calling for further research in corroborating this model.
Advisor
Lisa Perez
Committee Member
Andrea Lassiter
Committee Member
Kathleen Dale
Date of Degree
2016
Language
english
Document Type
Thesis
Degree
Master of Arts (MA)
Department
Psychology
College
Social and Behavioral Sciences
Recommended Citation
Nguyen, N. D. (2016). Examination of the Antecedents, Reactions, and Outcomes to a Major Technology-driven Organizational Change [Master’s thesis, Minnesota State University, Mankato]. Cornerstone: A Collection of Scholarly and Creative Works for Minnesota State University, Mankato. https://cornerstone.lib.mnsu.edu/etds/631/
Creative Commons License
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Included in
Industrial and Organizational Psychology Commons, Organizational Behavior and Theory Commons, Training and Development Commons
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