Dominican University

A Longitudinal Study of the Impact of Organizational Change on Transactional, Relational, and Balanced Psychological Contracts

A Longitudinal Study of the Impact of Organizational Change on Transactional, Relational, and Balanced Psychological Contracts

dc.contributor.author Chaudhry, Anjali
dc.contributor.author Coyle-Shapiro, Jacqueline A.-M. (London School of Economics and Political Science)
dc.contributor.author Wayne, Sandy J. (University of Illinois at Chicago)
dc.date.accessioned 2016-05-26T19:44:00Z
dc.date.available 2016-05-26T19:44:00Z
dc.date.issued 2011
dc.identifier.other BDS en_US
dc.identifier.uri http://hdl.handle.net/10969/1037
dc.description.abstract Workplace transitions are thought to result in a fundamental shift in the employment relationship. This study used sensemaking theory to examine when and how organizational change affects employees’ psychological contracts (PCs). The authors suggest that employees interpret organizational change through contextual and cognitive factors related to the change. These factors, in turn, influence whether employees revise their PCs. Results of our longitudinal study suggest that the extent to which contextual and cognitive factors affect employees’ PCs depends on the type of PC. Transactional and balanced PCs were unaffected by the contextual and cognitive factors related to the change, while changes occurred in relational PCs. en_US
dc.subject.other psychological contract en_US
dc.subject.other sensemaking en_US
dc.subject.other organizational change en_US
dc.title A Longitudinal Study of the Impact of Organizational Change on Transactional, Relational, and Balanced Psychological Contracts en_US
dc.description.version Article originally published in Journal of Leadership & Organization Studies 18, 2011, p. 247-259. DOI: 10.1177/1548051810385942 en_US

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