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Perceived values-congruence and employees' change beliefs

Published online by Cambridge University Press:  13 April 2020

Oliver G. Rahn Open the ORCID record for Oliver G. Rahn [Opens in a new window] ,
Geoffrey N. Soutar Open the ORCID record for Geoffrey N. Soutar [Opens in a new window]  and
Julie A. Lee Open the ORCID record for Julie A. Lee [Opens in a new window]
Oliver G. Rahn*
Affiliation:
Business School, University of Western Australia, Perth, Australia
Geoffrey N. Soutar
Affiliation:
Business School, University of Western Australia, Perth, Australia
Julie A. Lee
Affiliation:
Business School, University of Western Australia, Perth, Australia
*
*Corresponding author. Email: Oliver.rahn@uwa.edu.au
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Abstract

This study investigates the effects of employees' perceived values-congruence within an organisation affect employees' beliefs about organisational change. Specifically, we investigated the effects employees' perceived values-congruence with their organisation, supervisor and colleagues had on beliefs about an organisational change implementation and tested whether these relationships were mediated by employees' felt trust and perceptions of the quality of their organisations' communication, as suggested by the literature. Data from 251 respondents who had undergone an organisational change within the last 6 months were analysed. Support was found for the influence all three types of perceived values-congruence (i.e. congruence with their organisation, supervisor and colleagues) had on change-related beliefs and strong support was found for the mediation role played by trust and the quality of communication.

Keywords

organisational changevalues-congruencetrustcommunicationchange recipients' beliefs
Type
Research Article
Information
Journal of Management & Organization , Volume 29 , Issue 6 , November 2023 , pp. 991 - 1009
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2020

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