Exploring the implications of vision, appropriateness, and execution of organizational change

Purpose – The purpose of this paper was to examine the interaction effects of managers' perceptions of the supporting vision clarity, appropriateness, and execution of a major organizational change on their job satisfaction, organizational commitment, turnover intentions, and role ambiguity.Design/methodology/approach – Data were collected from upper and middle‐level managers of a Fortune 500 US manufacturer and maker of consumer goods involved in a large organizational change initiative. A survey was completed by 217 managers, for a response rate of 89 percent. Change attitudes, job satisfaction, organizational commitment, turnover intentions, role ambiguity, and control variables were all assessed.Findings – A three‐way interaction between change vision clarity, change appropriateness, and change execution was found to predict managers' job satisfaction, turnover intentions, and role ambiguity.Research limitations/implications – The study relied on self‐reports collected at one point in time, allowing f...

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