Change Recipients’ Reactions to Organizational Change

This study reviews quantitative empirical studies of change recipients’ reactions to organizational change. The authors reviewed studies published between 1948 and 2007, out of which 79 met the criteria of being quantitative studies of change recipients’ reactions to an organizational change. Through an inductive review, the authors unravel a model of (a) explicit reactions to change, in which these reactions are conceptualized as tridimensional attitudes; (b) reaction antecedents that comprise prechange antecedents (viz., change recipient characteristics and internal context) and change antecedents (viz., change process, perceived benefit/harm, and change content); and (c) change consequences, including work-related and personal consequences. On the basis of their review the authors conclude by proposing directions for future research and practical managerial implications.