Examining the Links Leading to Behavioral Support for Change: An Expectancy Theory Perspective

International Journal of social Sciences and Economic Review

View Publication Info
 
 
Field Value
 
Title Examining the Links Leading to Behavioral Support for Change: An Expectancy Theory Perspective
 
Creator Mehboob, Farhan
Othman, Noraini
 
Subject Organizational Change
Behavioural Support for Change
Change-efficacy
Change-valence
Expectancy Theory
 
Description Purpose of the study: An individual’s support for change is a critical factor in successfully and effectively implementing change. Therefore, identifying possible antecedents and mechanisms leading to one’s behavioral support for change is necessary. The study aims to unpack this avenue of research empirically by examining the role of both person and context as factors in promoting behavioral support for change.

Methodology: Data was collected from 292 academic staff members of six public sector universities in Pakistan via cross-sectional means. A self-reported questionnaire was used to collect responses from the desired sample. SPSS 25 and AMOS were used to analyze the data for its relevance to the objectives of the study. 
Main Findings: Results revealed a positive impact of change-efficacy on academic staff members’ behavioral support for change. Moreover, change-valence provides an effective intervening mechanism to translate the effect of change-efficacy on both dimensions of behavioral support for change, that is, compliance and championing behavior.
Research limitations/implications: The study contributes to the existing literature on organizational change, particularly in the university setting, by examining and empirically validating the factors of both person and context as significant predictors of behavioral support for change among academic staff. However, more research is needed in other organizational and work contexts to further apply the study’s implications within these diverse contexts.
Novelty/Originality of this study: The study offers useful insights for senior university officials intending to build support for change by enhancing academic staff levels of efficacy and positive expectations regarding such change and enables them to successfully execute the change-related tasks into viable actions.
 
Publisher Aims Academics Journals
 
Date 2020-12-06
 
Type info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
Peer-reviewed Article
 
Format application/pdf
text/html
text/xml
 
Identifier https://ijsser.com/index.php/ijsser/article/view/78
10.36923/ijsser.v2i4.78
 
Source International Journal of Social Sciences and Economic Review; Vol. 2 No. 4: December, 2020; 1-08
2706-9346
10.36923/ijsser.v2i4
 
Language eng
 
Relation https://ijsser.com/index.php/ijsser/article/view/78/42
https://ijsser.com/index.php/ijsser/article/view/78/48
https://ijsser.com/index.php/ijsser/article/view/78/49
 
Rights https://creativecommons.org/licenses/by-nc-sa/4.0
 

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