Twentieth International Conference on Knowledge, Culture, and Change in Organizations

Abstract

Organizational change has emerged as a routine event in today’s organizational environment. There is a constant pressure on organizations to consider strategic stance, adapt to new technologies and be competitive in the market to survive. The eventual success or failure of such organizational changes is dependent on how employees perceive change and how they react to it. Psychological contract fulfilment shapes the link between antecedents of change like frequency of change, impact of change, transformational change and successful past changes and employee attitude towards change. This paper analyses data collected from the petroleum sector of Pakistan and will explore the role of psychological contract fulfilment played in mediating the relationship between antecedents of change (frequency of change, impact of change, transformational change and successful past changes) and attitude towards change dimensions (affective, behavioural and cognitive). This study not only contributes towards the existing literature on organizational changes but also facilitates practitioners by identifying attitude of employees towards change. Understanding of employee’s attitudes will allow managers to manage organizational changes in a way that it minimises the negative consequences associated with such organizational changes.