Skip to main content Accessibility help
×
Hostname: page-component-848d4c4894-m9kch Total loading time: 0 Render date: 2024-04-30T11:41:49.093Z Has data issue: false hasContentIssue false

Part II - The Evolution of Change and Its Responses

Published online by Cambridge University Press:  28 September 2023

Shaul Oreg
Affiliation:
Hebrew University of Jerusalem
Alexandra Michel
Affiliation:
Universität Heidelberg
Rune Todnem By
Affiliation:
Universitet i Stavanger, Norway
Get access

Summary

Image of the first page of this content. For PDF version, please use the ‘Save PDF’ preceeding this image.'
Type
Chapter
Information
The Psychology of Organizational Change
New Insights on the Antecedents and Consequences of Individuals' Responses to Change
, pp. 13 - 92
Publisher: Cambridge University Press
Print publication year: 2023

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

References

Ahearne, M., Mathieu, J., & Rapp, A. (2005). To empower or not to empower your sales force? An empirical examination of the influence of leadership empowerment behavior on customer satisfaction and performance. Journal of Applied Psychology, 90(5), 945955.CrossRefGoogle ScholarPubMed
Albrecht, T. L., & Adelman, M. B. (1984). Social support and life stress: New directions for communication research. Human Communication Research, 11, 332.CrossRefGoogle Scholar
Antonakis, J., & House, R. J. (2014). Instrumental leadership: Measurement and extension of transformational–transactional leadership theory. The Leadership Quarterly, 25, 746771.Google Scholar
Armenakis, A. A., Harris, S. G., & Mossholder, K. W. (1993). Creating readiness for organizational change. Human Relations, 46, 681703.Google Scholar
Battistelli, A., Montani, F., & Odoardi, C. (2013). The impact of feedback from job and task autonomy in the relationship between dispositional resistance to change and innovative work behaviour. European Journal of Work and Organizational Psychology, 22(1), 2641.Google Scholar
Berger, C. R., & Calabrese, R. J. (1975). Some explorations in initial interaction and beyond: Toward a developmental theory of interpersonal communication. Human Communication Research, 1, 99112.CrossRefGoogle Scholar
Bommer, W. H., Rich, G. A., & Rubin, R. S. (2005). Changing attitudes about change: Longitudinal effects of transformational leader behavior on employee cynicism about organizational change. Journal of Organizational Behavior, 26, 733753.Google Scholar
Bordia, P., Jones, E., Gallois, C., Callan, V. J., & DiFonzo, N. (2006). Management are aliens! Rumors and stress during organizational change. Group & Organization Management, 31(5), 601621.CrossRefGoogle Scholar
Bordia, P., Restubog, S. L. D., Jimmieson, N. L., & Irmer, B. E. (2011). Haunted by the past: Effects of poor change management history on employee attitudes and turnover. Group & Organizational Management, 36, 191222.CrossRefGoogle Scholar
Bovey, W. H., & Hede, A. (2001). Resistance to organizational change: The role of defense mechanisms. Journal of Managerial Psychology, 16(7), 534548.CrossRefGoogle Scholar
Brown, M. E., Treviño, L. K., & Harrison, D. A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97, 117134.CrossRefGoogle Scholar
Bruckman, J. C. (2008). Overcoming resistance to change: Causal factors, interventions, and critical values. The Psychologist-Manager Journal, 11, 211219.CrossRefGoogle Scholar
By, R. (2020). Organizational change and leadership: Out of the quagmire. Journal of Change Management, 20(1), 16.Google Scholar
Carucci, R. (2019). Leading change in a company that’s historically bad at it. Harvard Business Review, August 6.Google Scholar
Charoensukmongkol, P. (2016). Contributions of mindfulness during post-merger integration, Journal of Managerial Psychology, 32(1), 104118.CrossRefGoogle Scholar
Cheong, M., Spain, S. M., Yammarino, F. J., & Yun, S. (2016). Two faces of empowering leadership: Enabling and burdening. The Leadership Quarterly, 27, 602616.Google Scholar
Christianson, M. K., & Barton, M. A. (2021). Sensemaking in the time of COVID-19. Journal of Management Studies, 58, 572576.CrossRefGoogle Scholar
Choi, M. (2011). Employees’ attitudes toward organizational change: A literature review. Human Resource Management, 50, 479500.Google Scholar
Collins, C. J., & Smith, K. G. (2006). Knowledge exchange and combination: The role of human resource practices in the performance of high-technology firms. Academy of Management Journal, 49, 544560.Google Scholar
Coyle-Shapiro, J., Costa, S. P., Doden, W., & Chang, C. (2018). Psychological contracts: Past, present, and future. Annual Review of Organizational Psychology and Organizational Behavior, 6, 145169.Google Scholar
Cunningham, C. E., Woodward, C. A., Shannon, H. S., MacIntosh, J., Lendrum, B., Rosenbloom, D., & Brown, J. (2002). Readiness for organizational change: A longitudinal study of workplace, psychological and behavioral correlates. Journal of Occupational and Organizational Psychology, 75, 377392.Google Scholar
van Dam, K., & Meulders, M. (2020). The adaptability scale: Development, internal consistency, and initial validity evidence. European Journal of Psychological Assessment, 37(2), 123134.CrossRefGoogle Scholar
van Dam, K., Oreg, S., & Schyns, B. (2008). Daily work contexts and resistance to organizational change: The role of leader-member exchange, perceived development climate, and change process quality. Applied Psychology: An International Review, 57(2), 313334.Google Scholar
Danisman, A. (2010). Good intentions and failed implementations: Understanding culture-based resistance to organizational change. European Journal of Work and Organizational Psychology, 19(2), 200220.Google Scholar
De Ruiter, M., Schalk, R., Schaveling, J., & van Gelder, D. (2017). Psychological contract breach in the anticipatory stage of change: Employee responses and the moderating role of supervisory informational justice. The Journal of Applied Behavioral Science, 53(1), 6688.Google Scholar
Dent, E. B., & Goldberg, S. G. (1999). Challenging “resistance to change”. The Journal of Applied Behavioral Science, 35(1), 2541.CrossRefGoogle Scholar
Dollard, M. F., & Bailey, T. (2021). Building psychosocial safety climate in turbulent times: The case of COVID-19. Journal of Applied Psychology, 106(7), 951964.Google Scholar
Edmondson, A. C. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350383.Google Scholar
Edmondson, A. C., & Lei, Z. (2014). Psychological safety: The history, renaissance, and future of an interpersonal construct. Annual Review of Organizational Psychology and Organizational Behavior, 1, 2343.CrossRefGoogle Scholar
Ford, J. D., & Ford, L. W. (2009). Decoding resistance to change. Harvard Business Review, April, 99–103.Google Scholar
Ford, J. D., & Ford, L. W. (2010). Stop blaming resistance to change and start using it. Organizational Dynamics, 39, 2436.Google Scholar
Ford, J. D., Ford, L. W., & D’Amelio, A. (2008). Resistance to change: The rest of the story. Academy of Management Journal, 33, 362377.Google Scholar
Foster, R. D. (2010). Resistance, justice, and commitment to change. Human Resource Development Quarterly, 21(1), 339.CrossRefGoogle Scholar
Fugate, M., & Soenen, G. (2018). Predictors and processes related to employees’ change-related compliance and championing. Personnel Psychology, 71, 109132.CrossRefGoogle Scholar
Furst, S. A., & Cable, D. M. (2008). Employee resistance to organizational change: Managerial influence tactics and leader–member exchange. Journal of Applied Psychology, 93(2), 453462.CrossRefGoogle ScholarPubMed
Garcia-Cabrera, A. M., & Hernández, F. G. (2014). Differentiating the three components of resistance to change: The moderating effect of organization-based self-esteem on the employee involvement-resistance relation. Human Resource Development Quarterly, 25(4), 441469.CrossRefGoogle Scholar
Giessner, S. R. (2011). Is the merger necessary? The interactive effect of perceived necessity and sense of continuity on post-merger identification. Human Relations, 64, 10791098.CrossRefGoogle Scholar
Herscovitch, L., & Meyer, J. P. (2002). Commitment to organizational change: Extension of a three-component model. Journal of Applied Psychology, 87(3), 474487.Google Scholar
Hon, A., Bloom, M., & Crant, J. M. (2014). Overcoming resistance to change and enhancing creative performance. Journal of Management, 40(3), 919941.Google Scholar
Ibarra, H., & Barbulescu, R. (2010). Identity as narrative: Prevalence, effectiveness, and consequences of narrative identity work in macro work role transitions. Academy of Management Review, 35(1), 135154.Google Scholar
Jones, S., & Van de Ven, A. (2016). The changing nature of change resistance: An examination of the moderating impact of time. The Journal of Applied Behavioral Science, 52(4), 482506.CrossRefGoogle Scholar
Kotter, J. P. (1995, 2007). Leading change: Why transformation efforts fail. Harvard Business Review, March–April, 59–67.Google Scholar
Kotter, J. P. (1996). Leading change. Cambridge, MA: Harvard Business Press.Google Scholar
Levay, C. (2010). Charismatic leadership in resistance to change. The Leadership Quarterly, 21, 127143.Google Scholar
Lewin, K. (1947). Frontiers in group dynamics: Concept, method and reality in social science; social equilibria and social change. Human Relations, 1, 541.CrossRefGoogle Scholar
Lewin, K. (1948). Resolving social conflicts: Selected papers on group dynamics. New York: Harper.Google Scholar
Lord, R. G., Gatti, P., & Chui, S. L. M. (2016). Social-cognitive, relational, and identity-based approaches to leadership. Organizational Behavior and Human Decision Processes, 136, 119134.CrossRefGoogle Scholar
Maitlis, S. (2005). The social processes of organizational sensemaking. Academy of Management Journal, 48, 2149.Google Scholar
Moutousi, O., & May, D. (2018). How change-related unethical leadership triggers follower resistance to change: A theoretical account and conceptual model. Journal of Change Management, 18(2), 142161.Google Scholar
Neves, P., Almeida, P., & Velez, M. J. (2018). Reducing intentions to resist future change: Combined effects of commitment-based HR practices and ethical leadership. Human Resource Management, 57, 249261.Google Scholar
Neves, P., & Caetano, A. (2006). Social Exchange processes in organizational change: The roles of trust and control. Journal of Change Management, 6(4), 351364.CrossRefGoogle Scholar
Neves, P., Pires, D., & Costa, S. (2021). Empowering to reduce intentions to resist future change: Organization-based self-esteem as a boundary condition. British Journal of Management, 32, 872891.Google Scholar
O’Reilly, C. A., & Chatman, J. A. (2020). Transformational leader or narcissist? How grandiose narcissists can create and destroy organizations and institutions. California Management Review, 62(3), 527.Google Scholar
Oreg, S. (2003). Resistance to change: Developing and individual differences measure. Journal of Applied Psychology, 88(4), 680693.CrossRefGoogle ScholarPubMed
Oreg, S. (2006). Personality, context, and resistance to organizational change. European Journal of Work and Organizational Psychology, 15, 73101.Google Scholar
Oreg, S. (2018). Resistance to change and performance: Toward a more even-handed view of dispositional resistance. Journal of Applied Behavioral Science, 54(1), 88107.Google Scholar
Oreg, S., & Berson, Y. (2011). Leadership and employees’ reactions to change: The role of leaders’ personal attributes and transformational leadership style. Personnel Psychology, 64, 627659.Google Scholar
Oreg, S., & Berson, Y. (2019). Leaders’ impact on organizational change: Bridging theoretical and methodological chasms. Academy of Management Annals, 13, 272307.Google Scholar
Oreg, S., & Goldenberg, J. (2015). Resistance to innovation. Chicago: University of Chicago Press.Google Scholar
Oreg, S., & Sverdlik, N. (2011). Ambivalence toward imposed change: The conflict between dispositional resistance to change and the orientation toward the change agent. Journal of Applied Psychology, 96(2), 337349.CrossRefGoogle ScholarPubMed
Oreg, S., & Sverdlik, N. (2018). Translating dispositional resistance to change to the culture level: Developing a cultural framework of change orientations. European Journal of Personality, 32, 327352.Google Scholar
Oreg, S., Vakola, M., & Armenakis, A. (2011). Change recipients’ reactions to organizational change: A 60-year review of quantitative studies. The Journal of Applied Behavioral Science, 47, 461524.Google Scholar
Peccei, R., Giangreco, A., & Sebastiano, A. (2011). The role of organizational commitment in the analysis of resistance to change: Co-predictor and moderator effects. Personnel Review, 40(2), 185204.Google Scholar
Peng, J., Li, M., Wang, Z., & Lin, Y. (2021). Transformational leadership and employees’ reactions to organizational change: Evidence from a meta-analysis. The Journal of Applied Behavioral Science, 57(3), 369397.Google Scholar
Pettigrew, A. M. (1985). The awakening giant: Continuity and change in ICL. Oxford: Blackwell.Google Scholar
Pettigrew, A., Woodman, R. W., & Cameron, K. S. (2001). Studying organizational change and development: Challenges for future research. Academy of Management Journal, 44, 697713.Google Scholar
Piderit, S. K. (2000). Rethinking resistance and recognizing ambivalence: A multidimensional view of attitudes toward an organizational change. Academy of Management Review, 25(4), 783794.Google Scholar
Pierce, J., Gardner, D. G., Cummings, L. L., & Dunham, R. B. (1989). Organization-based self-esteem: Construct definition, measurement, and validation. Academy of Management Journal, 32(3), 622648.Google Scholar
Rafferty, A. E., & Jimmieson, N. L. (2017). Subjective perceptions of organizational change and employee resistance to change: Direct and mediated relationships with employee well-being. British Journal of Management, 28, 248264.Google Scholar
Rafferty, A. E., Jimmieson, N. L., & Armenakis, A. A. (2013). Change readiness: A multilevel review. Journal of Management, 39(1), 110135.Google Scholar
Rafferty, A. E., & Restubog, S. L. D. (2017). Why do employees’ perceptions of their organization’s change history matter? The role of change appraisals. Human Resource Management, 56(3), 533550.Google Scholar
Rahaman, H. M., Camps, J., Decoster, S., & Stouten, J. (2021). Ethical leadership in times of change: The role of change commitment and change information for employees’ dysfunctional resistance. Personnel Review, 50(2), 630647.Google Scholar
Rauch, A., & Frese, M. (2007). Let’s put the person back into entrepreneurship research: A meta-analysis on the relationship between business owners’ personality traits, business creation, and success. European Journal of Work and Organizational Psychology, 16(4), 353385.CrossRefGoogle Scholar
Ross, L. (1977). The intuitive psychologist and his shortcomings: Distortions in the attribution process. In Berkowitz, L. (ed.), Advances in experimental social psychology, vol. 10 (pp. 173220). New York: Academic Press.Google Scholar
Rousseau, D. M. (1989). Psychological and implied contracts in organizations. Employee Responsibility and Rights Journal, 2, 121139.CrossRefGoogle Scholar
Samhan, B. (2020). Can cyber risk management insurance mitigate healthcare providers’ intentions to resist electronic medical records? International Journal of Healthcare Management, 13, 1221.Google Scholar
Srivastava, S., & Agrawal, S. (2020). Resistance to change and turnover intention: A moderated mediation model of burnout and perceived organizational support. Journal of Organizational Change Management, 33(7), 14312020.CrossRefGoogle Scholar
Stanley, D. J., Meyer, J. P., & Topolnytsky, L. (2005). Employee cynicism and resistance to organizational change. Journal of Business and Psychology, 19(4), 429459.Google Scholar
Steffens, N. K., Haslam, S. A., Reicher, S. D., Platow, M. J., Fransen, K., Yang, J., Ryan, M. K., Jetten, J., Peters, K., & Boen, F. (2014). Leadership as social identity management: Introducing the Identity Leadership Inventory (ILI) to assess and validate a four-dimensional model. The Leadership Quarterly, 25, 10011024.CrossRefGoogle Scholar
Stouten, J., Rousseau, D., & de Cremer, D. (2018). Successful organizational change: Integrating the management practice and scholarly literatures. Academy of Management Annals, 12(2), 752788.Google Scholar
Suddaby, R., & Foster, W. M. (2017). History and organizational change. Journal of Management, 43(1), 1938.CrossRefGoogle Scholar
Szabla, D. B. (2007). A multidimensional view of resistance to organizational change: Exploring cognitive, motional, and intentional responses to planned change across perceived change leadership strategies. Human Resource Development Quarterly, 18(4), 525558.Google Scholar
Thomas, J. B., Clark, S. M., & Gioia, D. A. (1993). Strategic sensemaking and organizational performance: Linkages among scanning, interpretation, action, and outcomes. Academy of Management Journal, 36, 239270.Google Scholar
Turgut, S., Michel, A., Rothenhöfer, L. M., & Sonntag, K. (2016). Dispositional resistance to change and emotional exhaustion: Moderating effects at the work-unit level. European Journal of Work and Organizational Psychology, 25(5), 735750.Google Scholar
Turgut, S., & Neuhaus, A. E. (2020). The relationship between dispositional resistance to change and individual career management: A matter of occupational self-efficacy and organizational identification? Journal of Change Management, 20(2), 171188,CrossRefGoogle Scholar
Vakola, M., Armenakis, A., & Oreg, S. (2013). Reactions to organizational change from an individual differences perspective: A review of empirical research. In Oreg, S., Michel, A., & By, R. T. (eds.), The psychology of organizational change: Viewing change from the employee’s perspective (pp. 95122). Cambridge: Cambridge University Press.Google Scholar
del Val, M. P., & Fuentes, C. M. (2003). Resistance to change: A literature review and empirical study. Management Decision, 41(2), 148155.CrossRefGoogle Scholar
Vos, J., & Rupert, J. (2018). Change agent’s contribution to recipients’ resistance to change: A two-sided story. European Management Journal, 36, 453462.Google Scholar
Wanberg, C. R., & Banas, J. T. (2000). Predictors and outcomes of openness to changes in a reorganizing workplace. Journal of Applied Psychology, 85, 132142.Google Scholar
Wanous, J. P., Reichers, A. E., & Austin, J. T. (2000). Cynicism about organizational change: Measurement, antecedents and correlates. Group & Organization Management, 25(2), 132153.Google Scholar
Weick, K. E. (1995). Organizational sensemaking. Thousand Oaks, CA: Sage.Google Scholar
Weick, K. E., & Quinn, R. E. (1999). Organizational change and development. Annual Review of Psychology, 50, 361386.Google Scholar
Xu, X., Payne, S. C., Horner, M. T., & Alexander, A. L. (2016). Individual difference predictors of perceived organizational change fairness. Journal of Managerial Psychology, 31(2), 420433.Google Scholar
Zeng, J., Wei, J., Zhu, W., Zhao, D., & Lin, X. (2019). Residents’ behavioural intentions to resist the nuclear power plants in the vicinity: An application of the protective action decision model. Journal of Risk Research, 22(3), 382400.Google Scholar

References

Amis, J., Slack, T., & Hinings, C. R. (2004). The pace, sequence, and linearity of radical change. Academy of Management Journal, 47(1), 1539.Google Scholar
Ancona, D. G., Okhuysen, G. A., & Perlow, L. A. (2001). Taking time to integrate temporal research. Academy of Management Review, 26(4), 512529.Google Scholar
Armenakis, A. A., Bernerth, J. B., Pitts, J. P., & Walker, H. J. (2007). Organizational change recipients’ beliefs scale: Development of an assessment instrument. Journal of Applied Behavioral Science, 43(4), 481505.Google Scholar
Armenakis, A. A., & Harris, S. G. (2002). Crafting a change message to create transformational readiness. Journal of Organizational Change Management, 15(2), 169183.Google Scholar
Armenakis, A. A., & Harris, S. G. (2009). Reflections: Our journey in organizational change research and practice. Journal of Organizational Change Management, 9(2), 127142.Google Scholar
Armenakis, A. A., Harris, S. G., & Feild, H. S. (1999). Making change permanent: A model for institutionalizing change interventions. In Pasmore, W. A. & Woodman, R. W. (eds.), Research in organizational change and development, vol. 12 (pp. 97128). New York: JAI Press.Google Scholar
Armenakis, A. A., Harris, S. G., & Mossholder, K. W. (1993). Creating readiness for large scale change. Human Relations, 46(6), 681703.CrossRefGoogle Scholar
Balogun, J., & Hope Hailey, V. (2004). Exploring strategic change (2nd ed.). London: Prentice-Hall.Google Scholar
Bartunek, J. M., & Woodman, R. W. (2015). Beyond Lewin: Toward a temporal approximation of organization development and change. Annual Review of Organizational Psychology and Organizational Behavior, 2, 157182.CrossRefGoogle Scholar
Battilana, J., & Casciaro, T. (2013). Overcoming resistance to organizational change: Strong ties and affective cooption. Management Science, 59(4), 819836.Google Scholar
Begley, T. M., & Czajka, J. M. (1993). Panel analysis of the moderating effects of commitment on job satisfaction, intent to quit, and health following organizational change. Journal of Applied Psychology, 78(4), 552556.Google Scholar
Belschak, F. D., Jacobs, G., Giessner, S. R., Horton, K. E., & Bayerl, P. S. (2020). When the going gets tough: Employee reactions to large-scale organizational change and the role of employee Machiavellianism. Journal of Organizational Behavior, 41(9), 830850.Google Scholar
Bordia, P., Hobman, E., Jones, E., Gallois, C., & Callan, V. J. (2004). Uncertainty during organizational change: Types, consequences, and management strategies. Journal of Business & Psychology, 18(4), 507532.Google Scholar
Bordia, P., Restubog, S. L. D., Jimmieson, N. L., & Irmer, B. E. (2011). Haunted by the past: Effects of poor change management history on employee attitudes and turnover. Group & Organization Management, 36(2), 191222.CrossRefGoogle Scholar
Buono, A. F., Bowditch, J. L., & Lewis, J. W. III (1985). When cultures collide: The anatomy of a merger. Human Relations, 38(5), 477500.Google Scholar
Burke, C. S., Stagl, K. C., Salas, E., Pierce, L., & Kendall, D. (2006). Understanding team adaptation: A conceptual analysis and model. Journal of Applied Psychology, 91(6), 11891207.Google Scholar
Burnes, B. (2004). Kurt Lewin and the planned approach to change: A re-appraisal. Journal of Management Studies, 41(6), 9771002.Google Scholar
Burnes, B. (2020). The origins of Lewin’s Three-Step Model of Change. Journal of Applied Behavioral Science, 56(1), 3259.Google Scholar
Chen, G., Ployhart, R. E., Cooper Thomas, H., Anderson, N., & Bliese, P. D. (2011). The power of momentum: A new model of dynamic relationships between job satisfaction change, and turnover intentions. Academy of Management Journal, 54(1), 159181.CrossRefGoogle Scholar
Chung, G. H., & Choi, J. N. (2018). Innovation implementation as a dynamic equilibrium: Emergent processes and divergent outcomes. Group & Organization Management, 43(6), 9991036.Google Scholar
Cummings, S., Bridgman, T., & Brown, K. G. (2016). Unfreezing change as three steps: Rethinking Kurt Lewin’s legacy for change management. Human Relations, 69(1), 3360.Google Scholar
Devos, G., Buelens, M., & Bouckenooghe, D. (2007). Contribution of content, context, and process to understanding openness to organizational change: Two experimental simulation studies. Journal of Social Psychology, 147(6), 607630.Google Scholar
Elrod, P. D., & Tippett, D. D. (1999). An empirical study of the relationship between team performance and team maturity. Engineering Management Journal, 11(1), 714.Google Scholar
Elrod, P. D., & Tippett, D. D. (2002). The “death valley” of change. Journal of Organizational Change Management, 15(3), 273291.Google Scholar
Fugate, M., Kinicki, A. J., & Scheck, C. L. (2002). Coping with an organizational merger of four stages. Personnel Psychology, 55(4), 905928.Google Scholar
Fugate, M., Prussia, G. E., & Kinicki, A. J. (2012). Managing employee withdrawal during organizational change: The role of threat appraisal. Journal of Management, 38(3), 890914.Google Scholar
George, J. M., & Jones, G. R. (2000). The role of time in theory and theory building. Journal of Management, 26(4), 657684.Google Scholar
Giaever, F., & Smollan, R. K. (2015). Evolving emotional experiences following organizational change: A longitudinal qualitative study. Qualitative Research in Organizations and Management, 10(2), 105123.Google Scholar
Gilovich, T., Kerr, M., & Medvec, V. H. (1993). Effect of temporal perspective on subjective confidence. Journal of Personality and Social Psychology, 64(4), 552560.Google Scholar
Gordon, S. S., Stewart, W. H., Sweo, R., & Luker, W. A. (2000). Convergence versus strategic reorientation: The antecedents of fast-paced organizational change. Journal of Management, 26(5), 911945.Google Scholar
Grant, A. M., Dutton, J. E., & Rosso, B. D. (2008). Giving commitment: Employee support programs and the prosocial sensemaking process. Academy of Management Journal, 51(5), 898918.Google Scholar
Griffin, M. A., Neal, A., & Parker, S. K. (2007). A new model of work performance: Positive behavior in uncertain and interdependent contexts. Academy of Management Journal, 50(2), 327347.Google Scholar
Heracleus, L., & Bartunek, J. (2021). Organization change failure, deep structure, and temporality: Appreciating Wonderland. Human Relations, 74(2), 208233.Google Scholar
Herold, D. M., Fedor, D. B., & Caldwell, S. D. (2007). Beyond change management: A multilevel investigation of contextual and personal influences on employees’ commitment to change. Journal of Applied Psychology, 92(4), 942951.Google Scholar
Herscovitch, L., & Meyer, J. P. (2002). Commitment to organizational change: Extension of a three-component model. Journal of Applied Psychology, 87(3), 474487.Google Scholar
Heyden, M. L. M., Fourné, S. P. L., Koene, B. A. S., Werkman, R., & Ansari, S. (2017). Rethinking ‘top-down’ and ‘bottom-up’ roles of top and middle managers in organizational change: Implications for employee support. Journal of Management Studies, 54(7), 961985.Google Scholar
Horton, K. E., Bayerl, P. S., & Jacobs, G. (2014). Identity conflicts at work: An integrative framework. Journal of Organizational Behavior, 35(S1), S622.Google Scholar
Hughes, M. (2011). Do 70 per cent of all organizational change initiatives really fail? Journal of Change Management, 11(4), 451464.CrossRefGoogle Scholar
Isabella, L. A. (1990). Evolving interpretations as a change unfolds: How managers construe key organizational events. Academy of Management Journal, 33(1), 741.Google Scholar
Jacobs, G., Christe-Zeyse, J., Keegan, A., & Polos, L. (2008). Reactions to organizational identity threats in times of change: Illustrations from the German police. Corporate Reputation Review, 11(3), 245261.Google Scholar
Jacobs, G., & Keegan, A. (2018). Ethical considerations and change recipients’ reactions: ‘It’s not all about me’. Journal of Business Ethics, 152(1), 7390.Google Scholar
Jacobs, G., Van Witteloostuijn, A., & Christe‐Zeyse, J. (2013). A theoretical framework of organizational change. Journal of Organizational Change Management, 26(5), 772792.Google Scholar
Jansen, K. J., Shipp, A. J., & Michael, J. H. (2016). Champions, converts, doubters, and defectors: The impact of shifting perceptions on momentum for change. Personnel Psychology, 69(3), 673707.Google Scholar
Judge, T. A., Thoresen, C. J., Pucik, V., & Welbourne, T. M. (1999). Managerial coping with organizational change: A dispositional perspective. Journal of Applied Psychology, 84(1), 107122.Google Scholar
Kalimo, R., Taris, T. W., & Schaufeli, W. B. (2003). The effects of past and anticipated future downsizing on survivor well-being: An equity perspective. Journal of Occupational Health Psychology, 8(2), 91109.Google Scholar
Kaltiainen, J., Lipponen, J., Fugate, M., & Vakola, M. (2020). Spiraling work engagement and change appraisals: A three-wave longitudinal study during organizational change. Journal of Occupational Health Psychology, 25(4), 255284.Google Scholar
Kao, R. H. (2017). The relationship between work characteristics and change-oriented organizational citizenship behavior: A multi-level study on transformational leadership and organizational climate in immigration workers. Personnel Review, 46(8), 18901914.Google Scholar
Katzenbach, J. R., & Smith, D. K. (1993). The wisdom of teams. Maidenhead: McGraw-Hill.Google ScholarPubMed
Kiefer, T. (2005). Antecedents and consequences of negative emotions in ongoing change. Journal of Organizational Behavior, 26(8), 875897.Google Scholar
Kleingeld, A., van Mierlo, H., & Arends, L. (2011). The effect of goal-setting on group performance: A meta-analysis. Journal of Applied Psychology, 96(6), 12891304.Google Scholar
Konlechner, S., Latzke, M., Güttel, W. H., & Höfferer, E. (2019). Prospective sensemaking, frames and planned change: A comparison of change trajectories in two hospital units. Human Relations, 72(4), 706732.Google Scholar
Kotter, J. P. (1995). Leading change: Why transformation efforts fail. Harvard Business Review, 73, 5967.Google Scholar
Kubler-Ross, E. (1969). On death and dying. New York: Touchstone.Google Scholar
Kunisch, S., Bartunek, J. M., Mueller, J., & Huy, Q. N. (2017). Time in strategic change research. Academy of Management Annals, 11(2), 10051064.Google Scholar
Lewin, K. (1947a). Frontiers in group dynamics: Concept, method and reality in social science, equilibrium and social change. Human Relations, 1(1), 541.Google Scholar
Lewin, K. (1947b). Frontiers in group dynamics: II. Channels of group life; social planning and action research. Human Relations, 1(2), 143153.Google Scholar
Lewin, K. (1947c). Group decision and social change. In Newcomb, T. M. & Hartley, E. L. (eds.), Readings in social psychology (pp. 330344). New York: Henry Holt.Google Scholar
Lovallo, D., & Kahneman, D. (2003). Delusions of success. Harvard Business Review, 81(7), 5663.Google ScholarPubMed
McGrath, J. E. (1988). The social psychology of time. Newbury Park, CA: Sage.Google Scholar
Neuman, G. A., Edwards, J. E., & Raju, N. S. (1989). Organizational development interventions: A meta-analysis of their effects on satisfaction and other attitudes. Personnel Psychology, 42(3), 461489.Google Scholar
Oreg, S. (2003). Resistance to change: Developing an individual difference measure. Journal of Applied Psychology, 88(4), 680693.Google Scholar
Oreg, S., Bartunek, J. M., Lee, G., & Do, B. (2018). An affect-based model of recipients’ responses to organizational change events. Academy of Management Review, 43(1), 6586.Google Scholar
Oreg, S., Vakola, M., & Armenakis, A. (2011). Change recipients’ reactions to organizational change: A 60-year review of quantitative studies. Journal of Applied Behavioral Science, 47(4), 461524.CrossRefGoogle Scholar
Petrou, P., Demerouti, E., & Schaufeli, W. B. (2018). Crafting the change: The role of employee job crafting behaviors for successful organizational change. Journal of Management, 44(5), 17661792.Google Scholar
Pettigrew, A. M., Woodman, R. W., & Cameron, K. S. (2001). Studying organizational change and development: Challenges for future research. Academy of Management Journal, 44(4), 697713.Google Scholar
Piderit, S. K. (2000). Rethinking resistance and recognizing ambivalence: A multidimensional view of attitudes toward organizational change. Academy of Management Review, 25(4), 783794.Google Scholar
Ployhart, R. E., & Vandenberg, R. J. (2010). Longitudinal research: The theory, design, and analysis of change. Journal of Management, 36(1), 94120.Google Scholar
Rafferty, A. E., & Griffin, M. A. (2006). Perceptions of organizational change: A stress and coping perspective. Journal of Applied Psychology, 91(5), 11541162.Google Scholar
Rafferty, A. E., & Jimmieson, N. L. (2017). Subjective perceptions of organizational change and employee resistance to change: Direct and mediated relationships with employee well-being. British Journal of Management, 28(2), 248264.Google Scholar
Rafferty, A. E., Jimmieson, N. L., & Armenakis, A. A. (2013). Change readiness: A multilevel review. Journal of Management, 39(1), 110135.CrossRefGoogle Scholar
Rafferty, A. E., & Restubog, S. L. D. (2010). The impact of change process and context on change reactions and turnover during a merger. Journal of Management, 36(5), 13091338.CrossRefGoogle Scholar
Rafferty, A. E., & Restubog, S. L. D. (2017). Why do employees’ perceptions of their organization’s change history matter? The role of change appraisals. Human Resource Management, 56(3), 533550.Google Scholar
Reay, T., Golden-Biddle, K., & Germann, K. (2006). Legitimizing a new role: Small wins and microprocesses of change. Academy of Management Journal, 49(5), 977998.Google Scholar
Schneider, D. M., & Goldwasser, C. (1998). Be a model leader of change. Management Review, 87, 4145.Google Scholar
Schweiger, D. M., & DeNisi, A. S. (1991). Communication with employees following a merger: A longitudinal field study. Academy of Management Journal, 34(1), 110135.Google Scholar
Staw, B. M., Sandelands, L. E., & Dutton, J. E. (1981). Threat rigidity effects in organizational behavior: A multilevel analysis. Administrative Science Quarterly, 26(4), 501524.Google Scholar
Stouten, J., Rousseau, D. M., & De Cremer, D. (2018). Successful organizational change: Integrating the management practice and scholarly literature. Academy of Management Annals, 12(2), 752788.Google Scholar
Uhlaner, R., & West, A. (2011). McKinsey global survey results: Organizing for M&A. McKinsey Quarterly, December, 1–8.Google Scholar
Wanberg, C. R., & Banas, J. T. (2000). Predictors and outcomes of openness to changes in a reorganizing workplace. Journal of Applied Psychology, 85(1), 132142.Google Scholar
Weick, K. E. (1988). Enacted sensemaking in crisis situations. Journal of Management Studies, 25(4), 305317.Google Scholar
Weick, K. E. (1995). Sensemaking in organizations, vol. 3. Thousand Oaks, CA: Sage.Google Scholar
Whetten, D. A. (1989). What constitutes a theoretical contribution? Academy of Management Review, 14(4), 490495.Google Scholar
Wiedner, R., Barrett, M., & Oborn, E. (2017). The emergence of change in unexpected places: Resourcing across organizational practices in strategic change. Academy of Management Journal, 60(3), 823854.Google Scholar
Zimbardo, P., & Boyd, J. (1999). Putting time in perspective: A valid, reliable individual-differences metric. Journal of Personality and Social Psychology, 77(6), 12711288.CrossRefGoogle Scholar

References

Agote, L., Aramburu, N., & Lines, R. (2016). Authentic leadership perception, trust in the leader, and followers’ emotions in organizational change processes. The Journal of Applied Behavioral Science, 52(1), 3563.Google Scholar
Amis, J., Slack, T., & Hinings, C. R. (2004). The pace, sequence, and linearity of radical change. Academy of Management Journal, 47(1), 1539.Google Scholar
Ashforth, B. E., & Humphrey, R. H. (1995). Emotion int he workplace: A reappraisal. Human Relations, 48(2), 97125.Google Scholar
Avey, J. B., Wernsing, T. S., & Luthans, F. (2008). Can positive employees help positive organizational change? Impact of psychological capital and emotions on relevant attitudes and behaviors. Journal of Applied Behavioral Science, 44, 4868.CrossRefGoogle Scholar
Bartel, C. A., & Saavedra, R. (2000). The collective construction of work group moods. Administrative Science Quarterly, 45(2), 197231.Google Scholar
Bartunek, J. M., Rousseau, D. M., Rudolph, J. W., & DePalma, J. A. (2006). On the receiving end: Sensemaking, emotion, and assessments of an organizational change initiated by others. The Journal of Applied Behavioral Science, 42(2), 182206.Google Scholar
Bordia, P., Jones, E., Gallois, C., Callan, V. J., & DiFonzo, N. (2006). Management are aliens! Rumors and stress during organizational change Group and Organization Management, 31(5), 601621.Google Scholar
Castillo, C., Fernandez, V., & Sallan, J. M. (2018). The six emotional stages of organizational change. Journal of Organizational Change Management, 31(3), 468493.Google Scholar
Chen, C. C., Belkin, L. Y., McNamee, R., & Kurtzberg, T. R. (2013). Charisma attribution during organizational change: The importance of followers’ emotions and concern for well‐being. Journal of Applied Social Psychology, 43(6), 11361158.Google Scholar
Chi, N. W., Chung, Y. Y., & Tsai, W. C. (2011). How do happy leaders enhance team success? The mediating roles of transformational leadership, group affective tone, and team processes. Journal of Applied Social Psychology, 41(6), 14211454.Google Scholar
Coch, L., & French, J. R. P. (1948). Overcoming resistance to change. Human Relations, 1, 512532.Google Scholar
Collins, A. L., Lawrence, S. A., Troth, A. C., & Jordan, P. J. (2013). Group affective tone: A review and future research directions. Journal of Organizational Behavior, 34(Supp 1), S43S62.Google Scholar
van Dam, K. (2018). Feelings about change: The role of emotions and emotion regulation for employee adaptation to organizational change. In Vakola, M. & Petrou, P. (eds.), Organizational change: Psychological effects and strategies for coping (pp. 6777). London: Routledge.Google Scholar
DeCelles, K. A., Tesluk, P. E., & Taxman, F. S. (2013). A field investigation of multilevel cynicism about change. Organization Science, 24(1), 154171.Google Scholar
Dewe, P. J. (1991). Primary appraisal, secondary appraisal and coping: Their role in stressful work encounters. Journal of Occupational Psychology, 64, 331351.Google Scholar
Ferres, N., & Connell, J. (2004). Emotional intelligence in leaders: An antidote for cynicism towards change? Strategic Change, 13(2), 6171.Google Scholar
Forgas, J. (1995). Mood and judgment: The affect infusion model (AIM). Psychological Bulletin, 117(1), 3966.Google Scholar
Forgas, J. (2000). Affect and information processing strategies: An interactive relationship. In Forgas, J. P. (ed.), Feeling and thinking: The role of affect in social cognition (pp. 253282). Cambridge: Cambridge University Press.Google Scholar
Fredrickson, B. L. (1998). What good are positive emotions? Review of General Psychology, 2(3), 300319.Google Scholar
Fredrickson, B. L. (2001). The role of positive emotions in positive psychology. American Psychologist, 56(3), 218226.Google Scholar
Fredrickson, B. L., & Branigan, C. (2005). Positive emotions broaden the scope of attention and thought-action repertoires. Cognition & Emotion, 19(3), 313332.Google Scholar
Fredrickson, B. L., & Joiner, T. (2002). Positive emotions trigger upward spirals toward emotional well-being. Psychological Science, 13(2), 172175.Google Scholar
Frijda, N. H. (1986). The emotions. Cambridge: Cambridge University Press.Google Scholar
Frijda, N. H. (1993). The place of appraisal in emotion. Cognition & Emotion, 7(3–4), 357387.Google Scholar
Fugate, M., Harrison, S., & Kinicki, A. J. (2011). Thoughts and feelings about organizational change: A field test of appraisal theory. Journal of Leadership & Organizational Studies, 18, 421437.Google Scholar
Fugate, M., Kinicki, A. J., & Prussia, G. E. (2008). Employee coping with organizational change: An examination of alternative theoretical perspectives. Personnel Psychology, 61, 136.Google Scholar
Geddes, D., Callister, R. R., & Gibson, D. E. (2020). A message in the madness: Functions of workplace anger in organizational life. Academy of Management Perspectives, 34(1), 2847.Google Scholar
George, J. M. (1990). Personality, affect, and behavior in groups. Journal of Applied Psychology, 75(2), 107116.Google Scholar
George, J. M., & Jones, G. R. (2001). Towards a process model of individual change in organizations. Human Relations, 54(4), 419444.Google Scholar
Giæver, F. (2009). Looking forwards and back: Exploring anticipative versus retrospective emotional change-experiences. Journal of Change Management, 9(4), 419434.Google Scholar
Giæver, F., & Hellesø, R. (2010). Negative experiences of organizational change from an emotions perspective. Nordic Psychology, 62(1), 3752.Google Scholar
Gross, J. (1998). Antecedent- and response-focused emotion regulation: Divergent consequences for experience, expression, and physiology. Journal of Personality and Social Psychology, 74(1), 224237.Google Scholar
Gross, J., & John, O. P. (2003). Individual differences in two emotion regulation processes: Implications for affect, relationships, and well-being. Journal of Personality and Social Psychology, 85(2), 348362.Google Scholar
Groves, K. S. (2005). Linking leader skills, follower attitudes, and contextual variables via an integrated model of charismatic leadership. Journal of Management, 31(2), 255277.Google Scholar
Hatfield, E., Cacioppo, J. T., & Rapson, R. L. (1993). Emotional contagion. Current Directions in Psychological Science, 2(3), 9699.Google Scholar
Huy, Q., & Zott, C. (2019). Exploring the affective underpinnings of dynamic managerial capabilities: How managers’ emotion regulation behaviors mobilize resources for their firms. Strategic Management Journal, 40(1), 2854.Google Scholar
Huy, Q. N. (1999). Emotional capability, emotional intelligence, and radical change. Academy of Management Review, 24(2), 325345.Google Scholar
Huy, Q. N. (2005). Emotion management to facilitate strategic change and innovation: How emotional balancing and emotional capability work together. In Hartel, C., Ashkanasy, N. M., & Zerbe, W. (eds.), Emotions in organizational behavior (pp. 295316) New York: Psychology Press.Google Scholar
Isabella, L. A. (1990). Evolving interpretations as a change unfolds: How managers construe key organizational events. Academy of Management Journal, 33(1), 741.Google Scholar
Izard, C. E. (1991). The psychology of emotions. New York: Springer Science & Business Media.Google Scholar
John, O. P., & Gross, J. (2007). Individual differences in emotion regulation. In Gross, J. J. (ed.), Handbook of emotion regulation (pp. 351372). New York: Guildford Press.Google Scholar
Jordan, P. (2005). Dealing with organizational change: Can emotional intelligence enhance organizational learning. International Journal of Organizational Behaviour, 8(1), 456471.Google Scholar
Jordan, P. J., & Troth, A. C. (2002). Emotional intelligence and conflict resolution: Implications for human resource development. Advances in Developing Human Resources, 4(1), 6279.Google Scholar
Kelly, J. R. (2001). Mood and emotion in groups. In Hogg, M. A. & Tindale, R. S. (eds.), Blackwell handbook of social psychology: Group processes (pp. 164181). Oxford: Blackwell.Google Scholar
Kelly, J. R., & Barsade, S. G. (2001). Mood and emotions in small groups and work teams. Organizational Behavior and Human Decision Processes, 86(1), 99130.Google Scholar
Kelly, J. R., & Spoor, J. R. (2007). Naïve theories about the effects of mood in groups: A preliminary investigation. Group Processes & Intergroup Relations, 10, 203222.Google Scholar
Kiefer, T. (2002a). Managing emotions in the workplace. In Ashkanasy, N. M., Zerbe, W. J., & Hartel, C. E. J. (eds.), Managing emotions in the workplace (pp. 4569). New York: M. E. Sharpe.Google Scholar
Kiefer, T. (2002b). Understanding the emotional experience of organizational change: Evidence from a merger. Advances in Developing Human Resources, 4, 3961.Google Scholar
Kirsch, C., Parry, W., & Peake, C. (2010). The underlying structure of emotions during organizational change. In Zerbe, W. J., Hartel, C. E. J., & Ashkanasy, N. M. (eds.), Emotions and organizational dynamism. Research on emotions in organizations (pp. 113138). Bingley: Emerald.Google Scholar
Knight, A., Menges, J., & Bruch, H. (2018). Organizational affective tone: A meso perspective on the origins and effects of consistent affect in organizations. Academy of Management Journal, 61(1), 191219.Google Scholar
Kubler-Ross, E. (1969). On death and dying. New York: Macmillan.Google Scholar
Lawrence, E., Ruppel, C. P., & Tworoger, L. C. (2014). The emotions and cognitions during organizational change: The importance of the emotional work for leaders. Journal of Organizational Culture, Communications and Conflict, 18(1), 257273.Google Scholar
Lawrence, S. A., & Callan, V. J. (2011). The role of social support in coping during the anticipatory stage of organizational change: A test of an integrative model. British Journal of Management, 22(4), 567585.Google Scholar
Lawrence, S. A., Troth, A. C., Jordan, P. J., & Collins, A. L. (2011). A review of emotion regulation and development of a framework for emotion regulation in the workplace. In Perrewe, P. L. & Ganster, D. C. (eds.), Research in occupational stress and well-being (Vol. 9, pp. 197263). Bingley: Emerald.Google Scholar
Lazarus, R. S. (1991). Progress on a cognitive-motivational-relational theory of emotion. American Psychologist, 46(8), 819834.Google Scholar
Lazarus, R. S., & Folkman, S. (1984). Stress, appraisal, and coping. New York: Springer.Google Scholar
Levy, A. (1986). Second-order planned change: Definition and conceptualization. Organizational Dynamics, 15, 520.Google Scholar
Lin, C.-C., Kao, Y.-T., Chen, Y.-L., & Lu, S.-C. (2016). Fostering change-oriented behaviors: A broaden-and-build model. Journal of Business and Psychology, 31(3), 399414.Google Scholar
Liu, Y., & Perrewe, P. L. (2005). Another look at the role of emotions in organizational change: A process model. Human Resource Management Review, 15, 263280.Google Scholar
Mason, C. M., & Griffin, M. A. (2003). Group absenteeism and positive affective tone: A longitudinal study. Journal of Organizational Behavior, 24, 667687.Google Scholar
Mayer, J. D., & Salovey, P. (1997). What is emotional intelligence. In Salovey, P. & Sluyter, D. J. (eds.), Emotional development and emotional intelligence: Educational implications (Vol. 3, p. 31). New York: Basic Books.Google Scholar
Miao, C., Humphrey, R. H., & Qian, S. (2017). A meta‐analysis of emotional intelligence and work attitudes. Journal of Occupational and Organizational Psychology, 90(2), 177202.Google Scholar
Neil, R., Wagstaff, C. R., Weller, E., & Lewis, R. (2016). Leader behaviour, emotional intelligence, and team performance at a UK government executive agency during organizational change. Journal of Change Management, 16(2), 97122.Google Scholar
Oreg, S., Bartunek, J. M., Lee, G., & Do, B. (2018). An affect-based model of recipients’ responses to organizational change events. Academy of Management Review, 43(1), 6586.Google Scholar
Oreg, S., & Sverdlik, N. (2011). Ambivalence toward imposed change: The conflict between dispositional resistance to change and the orientation toward the change agent. Journal of Applied Psychology, 96(2), 337349.Google Scholar
Oreg, S., Vakola, M., & Armenakis, A. (2011). Change recipients’ reactions to organizational change: A sixty-year review of quantitative studies. Journal of Applied Behavioral Science, 47(4), 461524Google Scholar
Paterson, J. M., & Cary, J. (2002). Organizational justice, change anxiety, and acceptance of downsizing: Preliminary tests of an AET-based model. Motivation and Emotion, 26(1), 83103.Google Scholar
Piderit, S. K. (2000). Rethinking resistance and recognizing ambivalence: A multidimensional view of attitudes toward an organizational change. Academy of Management Review, 25(4), 783794.Google Scholar
Rafferty, A. E., & Jimmieson, N. L. (2017). Subjective perceptions of organizational change and employee resistance to change: Direct and mediated relationships with employee well-being. British Journal of Management, 28, 248264.Google Scholar
Rafferty, A. E., Jimmieson, N. L., & Armenakis, A. (2013). Change readiness: A multilevel review. Journal of Management, 39(1), 110135.Google Scholar
Rafferty, A. E., & Minbashian, A. (2019). Cognitive beliefs and positive emotions about change: Relationships with employee change readiness and change-supportive behaviors. Human Relations, 72(10), 16231650.Google Scholar
Russell, J. A., & Barrett, L. F. (1999). Core affect, prototypical emotional episodes, and other things called emotion: Dissecting the elephant. Journal of Personality and Social Psychology, 76(5), 805819.Google Scholar
Sanchez-Burks, J., & Huy, Q. N. (2009). Emotional aperture and strategic change: The accurate recognition of collective emotions. Organization Science, 20(1), 2234.Google Scholar
Seo, M. G., Taylor, M. S., Hill, N. S., Zhang, X., Tesluk, P. E., & Lorinkova, N. M. (2012). The role of affect and leadership during organizational change. Personnel Psychology, 65, 121165.Google Scholar
Smollan, R. K. (2014). The emotional dimensions of metaphors of change. Journal of Managerial Psychology, 29(7), 794807.Google Scholar
Smollan, R. K., & Parry, K. (2011). Follower perceptions of the emotional intelligence of change leaders: A qualitative study. Leadership, 7(4), 435462.Google Scholar
Vakola, M., Tsaousis, I., & Nikolaou, I. (2004). The role of emotional intelligence and personality variables on attitudes toward organisational change. Journal of Managerial Psychology, 19(2), 88110.Google Scholar
Weiss, H. M., & Cropanzano, R. (1996). Affective events theory: A theoretical discussion of the structure, causes and consequences of affective experiences at work. Research in Organizational Behavior, 18, 174.Google Scholar
Zaltman, G., & Duncan, R. (1977). Strategies for planned change. New York: Wiley.Google Scholar

Save book to Kindle

To save this book to your Kindle, first ensure coreplatform@cambridge.org is added to your Approved Personal Document E-mail List under your Personal Document Settings on the Manage Your Content and Devices page of your Amazon account. Then enter the ‘name’ part of your Kindle email address below. Find out more about saving to your Kindle.

Note you can select to save to either the @free.kindle.com or @kindle.com variations. ‘@free.kindle.com’ emails are free but can only be saved to your device when it is connected to wi-fi. ‘@kindle.com’ emails can be delivered even when you are not connected to wi-fi, but note that service fees apply.

Find out more about the Kindle Personal Document Service.

Available formats
×

Save book to Dropbox

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Dropbox.

Available formats
×

Save book to Google Drive

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Google Drive.

Available formats
×