CoChat
Sign Up
Cited by 203Organizational Change and LeadershipJob Satisfaction and Organizational BehaviorOrganizational Management and Change

The DOI matches its Crossref record; 102 of the 103 references it cites were found in a registry or an index.

Building Employee Commitment to Change Across Organizational Levels: The Influence of Hierarchical Distance and Direct Managers' Transformational Leadership

Hill, N. Sharon, Seo, Myeong-Gu, Kang, Jae Hyeung, Taylor, M. Susan·2012·Organization Science
DOI 10.1287/orsc.1110.0662
Open this paper in CoChat — free account

Abstract

Research has shown that employees' affective and normative commitment to change (ACC and NCC, respectively) positively influence their behaviors supporting change; however, organizations are frequently unsuccessful in motivating appropriate levels of employee commitment to change. Using longitudinal, multilevel data collected from a large federal government agency implementing radical organizational change, we extend extant research related to antecedents of commitment to change by examining how employees' hierarchical distance (the number of reporting levels between an employee and the top management team) and the transformational leadership of their direct (immediate) manager both relate to their ACC and NCC. We also shed light on important mechanisms that explain these two relationships by examining the mediating role of employees' perceived effectiveness of top management's change-related communications (TMCs), including the top-down and bottom-up components of TMC. Taking advantage of a longitudinal field design, we tested these antecedents of commitment to change at Time 1 and the longitudinal effects of the Time 1 predictors on commitment to change 12 months later (Time 2). At Time 1, findings supported both the predicted direct and mediated effects. Hierarchical distance and perceived TMC remained significant predictors of ACC and NCC over a one-year follow-up period; however, direct managers' transformational leadership behaviors did not. The study extends previous findings related to antecedents of employee commitment to change and also shows the interplay between different levels of leadership in shaping employee affective and normative commitment to radical organizational change.

Overview

Integrity signals

Registry

Crossref · 10.1287/orsc.1110.0662

Cites

102 of 102 references verified0 citation errors · 0 not checkable

Statistics

Recomputing p-values needs the paper’s full text.

Verification

Claims the paper makes

This paper’s full text isn’t openly available, so its claims and self-check weren’t run. The registry and citation checks still apply.

Claims other papers make about this one

Each is checked against this paper’s own text: does it say what the citing paper says it does?

Citations

Cites

Research works printed but not linked: 13

  1. Bass B. M., 1985, Leadership and Performance Beyond Expectations
  2. Burns J. M., 1978, Leadership
  3. Cobb A. T., 1995, Public Admin. Quart., 19, 135
  4. de Vaus D., 2002, Analyzing Social Science Data: 50 Key Problems in Data Analysis
  5. Foltz R., 1982, Personnel Admin., 27, 37
  6. 10.2307/258605 · DOI · Paper page
  7. 10.2307/259163 · DOI
  8. Hofmann D. A., 1998, J. Management, 24, 623
  9. Kanter R. M., 1985, Management Rev., 74, 52
  10. Kotter J., 1995, Harvard Bus. Rev., 73, 59
  11. Larkin T. J., 1996, Harvard Bus. Rev., 74, 95
  12. Raymond L., 1998, J. Small Bus. Management, 36, 72
  13. Snijders T. A. B., 1999, Multilevel Analysis: An Introduction to Basic and Advanced Multilevel Modeling

Cited by

Sorted by citations

See all 203

Related

See all

Metadata

Authors
Hill, N. S., Seo, M.-G., Kang, J. H., & Taylor, M. S.
Affiliations
  • George Washington University (US)
  • University of Maryland, College Park (US)
ORCID
Venue
Organization Science
Publisher
Institute for Operations Research and the Management Sciences (INFORMS)
Published
2012-06
Volume
23
Issue
3
Pages
758-777
ISSN
  • 1047-7039 (ISSN-L)
  • 1526-5455
DOI
10.1287/orsc.1110.0662
OpenAlex
W2158007881
Cited by
203
References
103
Citations by year
2026: 11 · 2025: 14 · 2024: 17 · 2023: 24 · 2022: 16 · 2021: 13 · 2020: 18 · 2019: 17 · 2018: 16 · 2017: 12 · 2016: 12 · 2015: 20 · 2014: 6 · 2013: 5 · 2012: 2
FWCI
7.61
Type
journal article
Language
en
Open access
closed
Locations
Organization Science (publishedVersion)
Topics
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Organizational Change and Leadership
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Job Satisfaction and Organizational Behavior
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Organizational Management and Change
Keywords
commitment to change, affective commitment to change, hierarchical distance, transformational leadership, top management communication, radical organizational change, federal agencies, multilevel leadership

About these checks

Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.

Statistics and arithmetic are recomputed, not judged.

Confidence bands are shown only for fields calibrated on our annotated test set. None is calibrated yet, so no band is shown.

What counts as a claim ›How we measure confidence ›How we check this ›

Are you an author, or do you see a problem with this page? Request a review