Skip to main content Accessibility help
×
Hostname: page-component-cd9895bd7-fscjk Total loading time: 0 Render date: 2024-12-24T13:11:25.583Z Has data issue: false hasContentIssue false

Chapter 4 - Change Recipients’ Emotions during Organizational Change

A Review and Directions for Future Research

from 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

We focus on change recipients’ emotional responses to organizational change. We identify the key theoretical frameworks that have been used to consider recipients’ emotional reactions to change. Our review reveals a focus on appraisal theories of emotions, although other theoretical perspectives have been adopted, including affective events theory (AET) and the broaden and build theory of positive emotions. We argue, however, that other dominant theories, including emotion regulation theories and emotional contagion, have not received adequate attention in the change field. Our review identifies four key foci of empirical research, including efforts to (1) understand the structure of change recipients’ emotional responses to change, (2) develop process models of emotional responses to change, (3) explore the antecedents and outcomes of emotional responses to change, and (4) consider the influence of change recipient and leader emotional intelligence on change outcomes. We develop an integrative framework that provides a conceptual map of relevant concepts when studying change recipients’ emotional responses to change. We conclude with identifying future directions for research.

Type
Chapter
Information
The Psychology of Organizational Change
New Insights on the Antecedents and Consequences of Individuals' Responses to Change
, pp. 67 - 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

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.CrossRefGoogle 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.Google 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.CrossRefGoogle 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.CrossRefGoogle 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.CrossRefGoogle 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.CrossRefGoogle ScholarPubMed
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.CrossRefGoogle Scholar
George, J. M. (1990). Personality, affect, and behavior in groups. Journal of Applied Psychology, 75(2), 107116.CrossRefGoogle 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.CrossRefGoogle ScholarPubMed
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.CrossRefGoogle 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.CrossRefGoogle 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.CrossRefGoogle 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.CrossRefGoogle 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 [email protected] 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
×