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People or Trust in Building Commitment to Change?

Author

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  • Wustari L. H. Mangundjaya

    (Universitas Indonesia, Indonesia)

Abstract

The success of organizational change lies on people, in this regard on employee’s commitment to change. On the other hand, there are many variables that can influence the success of organizational change, such as the content of the change, the process of the change, individual characteristics, leadership, external environment and organizational context. The objective of this study is to identify the major contributor to people’s commitment to change, namely psychological empowerment (individual characteristics), and organizational trust (organizational context). The study was conducted at state owned organizations with 539 respondents. Data was collected using Commitment to Change Inventory, Psychological Empowerment, and Organizational trust Inventory. The data were analyzed using Multiple Regression and Structural Equation Model (SEM). The results of the study showed that both Psychological Empowerment and Organizational Trust have positive and significant correlation and contribution to Commitment to Change. The study also showed that both Organizational Trust and Psychological Empowerment have higher impact to affective commitment to change compares to other dimensions of commitment to change. The implications of the study can be used for organizational change practitioner, to create trustworthy organizational climate, and to develop Psychological Empowerment, in order to create high commitment to change.

Suggested Citation

  • Wustari L. H. Mangundjaya, 2015. "People or Trust in Building Commitment to Change?," Journal of Developing Areas, Tennessee State University, College of Business, vol. 49(5), pages 67-78, Special I.
    • Handle: RePEc:jda:journl:vol.49:year:2015:issue5:pp:67-78
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    Cited by:

    1. Ahn, Jonghoon & Cho, Soolyeon & Chung, Dae Hun, 2016. "Development of a statistical analysis model to benchmark the energy use intensity of subway stations," Applied Energy, Elsevier, vol. 179(C), pages 488-496.
    2. Kerim Peren Arin & Juan A. Lacomba & Francisco Lagos & Deni Mazrekaj & Marcel Thum, 2021. "Misperceptions and Fake News during the Covid-19 Pandemic," CESifo Working Paper Series 9066, CESifo.
    3. Mehrabi, Hamed & Coviello, Nicole & Ranaweera, Chatura, 2021. "When is top management team heterogeneity beneficial for product exploration? Understanding the role of institutional pressures," Journal of Business Research, Elsevier, vol. 132(C), pages 775-786.
    4. World Bank Group, 2017. "Poverty, Forest Dependence and Migration in the Forest Communities of Turkey," World Bank Publications - Reports 28590, The World Bank Group.
    5. Konur, Dinçer, 2017. "Non-collaborative emission targets joining and quantity flow decisions in a Stackelberg setting," Transportation Research Part E: Logistics and Transportation Review, Elsevier, vol. 105(C), pages 60-82.
    6. Andrew Kerr, 2015. "Tax(i)ing the poor? Commuting costs in South Africa," SALDRU Working Papers 156, Southern Africa Labour and Development Research Unit, University of Cape Town.
    7. Wolf, Elizabeth Baily & Lee, Jooa Julia & Sah, Sunita & Brooks, Alison Wood, 2016. "Managing perceptions of distress at work: Reframing emotion as passion," Organizational Behavior and Human Decision Processes, Elsevier, vol. 137(C), pages 1-12.

    More about this item

    Keywords

    Commitment to Change; Psychological Empowerment; Organizational Trust; Organizational Change;
    All these keywords.

    JEL classification:

    • L00 - Industrial Organization - - General - - - General
    • L20 - Industrial Organization - - Firm Objectives, Organization, and Behavior - - - General
    • L29 - Industrial Organization - - Firm Objectives, Organization, and Behavior - - - Other

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