Contribution of Content, Context, and Process to Understanding Openness to Organizational Change: Two Experimental Simulation Studies

Abstract

The authors examined the contribution of the content, context, and process of organizational transformation to employees' openness to change. The authors predicted that 5 factors would have a positive effect on openness to change: (a) threatening character of organizational change (content related), (b) trust in executive management (context related), (c) trust in the supervisor (context related), (d) history of change (context related), and (e) participation in the change effort (process related). The authors tested their hypotheses in 2 separate studies (N = 828 and N = 835) using an experimental simulation strategy. The first study crossed 4 variables in a completely randomized 2 x 2 x 2 x 2 factorial design. Results showed significant main effects for content, context, and process but no significant interaction effects. A second study, with a completely randomized 2 x 2 factorial design, crossed two context variables. Results showed a significant main and an interaction effect: Openness to change decreased dramatically only when history of change and trust in executive management were low.