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.


Lisa Perez

First Committee Member

Andrea Lassiter

Second Committee Member

Kathleen Dale

Date of Degree




Document Type



Master of Arts (MA)




Social and Behavioral Sciences

Creative Commons License

Creative Commons Attribution-Noncommercial 4.0 License
This work is licensed under a Creative Commons Attribution-Noncommercial 4.0 License