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Influence of Manager Attitude and Team Attitude on Employee Commitment of Change
Employee commitment to change is critical to organizational change. We draw upon social learning theory and examine the influence of both manager and team attitude toward change on employee commitment to change, with motivation and power distance orientation as moderators. Our sample was comprised of 291 employees and 38 managers from 5 Taiwanese companies that implemented knowledge management related technologies. The results showed that team attitude was positively associated with employee commitment to change, employee motivation positively moderated the above relationship, and employee power distance orientation negatively moderate the relationship between manager attitude and employee commitment to change.