How psychological resources facilitate adaptation to organizational change
The purpose of this 1-year follow-up study among 580 police officers is to investigate whether identity-related resources are positively related to adaptive behaviour during times of organizational change. Combining the social identity perspective with resources theories, we hypothesized that leader-member exchange (LMX) and personal resources (meaning-making and organization-based self-esteem) are positively related over time. In addition, we hypothesized that resources captured before change implementation, show a positive relationship with adaptivity captured during change. Structural equation modelling analyses showed that LMX and personal resources were positively related. Further, all T1 resources were positively related to T2 adaptivity. The study emphasizes the importance of managing identity-related resources during turbulent times, in order to foster behavioural adaptation to change. This work was supported by a High Potential grant from Utrecht University to ED.
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|European Journal of Work and Organizational Psychology|
|Organisation||Erasmus MC: University Medical Center Rotterdam|
van den Heuvel, M, Demerouti, E, & Bakker, A.B. (2013). How psychological resources facilitate adaptation to organizational change. European Journal of Work and Organizational Psychology, 1–13. doi:10.1080/1359432X.2013.817057