TY - JOUR
T1 - Perceived Organizational Change Strengthens Organizational Commitment and Organizational Citizenship Behavior via Increased Organizational Nostalgia
AU - van Dijke, Marius
AU - Guo, Yiran
AU - Wildschut, Tim
AU - Sedikides, Constantine
N1 - Publisher Copyright:
© 2024 American Psychological Association
PY - 2024/8/12
Y1 - 2024/8/12
N2 - Organizational change has been thought to evoke negative employee responses, yet it is ubiquitous in modern market economies. It is thus surprising that the adverse effects of organizational change are not more visible or apparently disrupting. We hypothesized that, although perceived organizational change, by inducing change apprehension, stimulates negative employee responses (i.e., lower organizational commitment and organizational citizenship behavior [OCB]), it also elicits organizational nostalgia, which engenders positive employee responses (higher organizational commitment and OCB). We tested our hypotheses in nine studies. First, across four experiments (two preregistered), perceived societal or organizational change elicited organizational nostalgia and, via organizational nostalgia, increased employees’ organizational commitment and OCB. Subsequently, in two preregistered experiments, induced organizational nostalgia (vs. control) strengthened employees’ commitment to the changed organization and galvanized their defense of organizational change. Finally, in a preregistered follow-up experiment and two preregistered surveys, we tested and validated our full model regarding the opposing mediating roles of change apprehension and organizational nostalgia. The findings help to understand why effects of organizational change are less disruptive than might be expected and clarify the role of organizational nostalgia during organizational change. (PsycInfo Database Record (c) 2024 APA, all rights reserved)
AB - Organizational change has been thought to evoke negative employee responses, yet it is ubiquitous in modern market economies. It is thus surprising that the adverse effects of organizational change are not more visible or apparently disrupting. We hypothesized that, although perceived organizational change, by inducing change apprehension, stimulates negative employee responses (i.e., lower organizational commitment and organizational citizenship behavior [OCB]), it also elicits organizational nostalgia, which engenders positive employee responses (higher organizational commitment and OCB). We tested our hypotheses in nine studies. First, across four experiments (two preregistered), perceived societal or organizational change elicited organizational nostalgia and, via organizational nostalgia, increased employees’ organizational commitment and OCB. Subsequently, in two preregistered experiments, induced organizational nostalgia (vs. control) strengthened employees’ commitment to the changed organization and galvanized their defense of organizational change. Finally, in a preregistered follow-up experiment and two preregistered surveys, we tested and validated our full model regarding the opposing mediating roles of change apprehension and organizational nostalgia. The findings help to understand why effects of organizational change are less disruptive than might be expected and clarify the role of organizational nostalgia during organizational change. (PsycInfo Database Record (c) 2024 APA, all rights reserved)
UR - http://www.scopus.com/inward/record.url?scp=85205226642&partnerID=8YFLogxK
U2 - 10.1037/apl0001221
DO - 10.1037/apl0001221
M3 - Article
C2 - 39133605
SN - 0021-9010
VL - 110
SP - 89
EP - 106
JO - Journal of Applied Psychology
JF - Journal of Applied Psychology
IS - 1
ER -