Journal of Organizational Change Management最新文献

{"title":"Spiritual intelligence in the workplace: is there a dark side?","authors":"Adebukola E. Oyewunmi, Oluwatomi Adedeji, Abimbola Adegbuyi","doi":"10.1108/jocm-06-2023-0255","DOIUrl":"https://doi.org/10.1108/jocm-06-2023-0255","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>Practitioners and management researchers have chorused the salvific tendencies of spiritual intelligence. Whilst the emergence of spirituality and its derivatives in the workplace is widely acclaimed, the conflict that exists between spiritual ideals and the capitalist ethos of modern organisations raises questions about dark manifestations. This incongruence necessitates the consideration of the misuse of spiritual intelligence.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>This paper adopts conceptual lens and theoretical arguments to interrogate the assumption of absolute constructiveness that is accorded spiritual intelligence in its framing and discusses the potential of a dark side.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>The dark side of spiritual intelligence is its deployment to achieve self-serving purposes, to harm, rather than to help others. More practitioners and management researchers must acknowledge that spiritual intelligence and workplace spirituality may have dark manifestations and incorporate this reality in the assessment of organisations and the individuals within them.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>This exploratory article joins the sparse extant literature on the dark side of spiritual intelligence and workplace spirituality. It contributes to the literature by offering critical insights into spiritual intelligence and the need to integrate the potential for misuse in the existing models.</p><!--/ Abstract__block -->","PeriodicalId":47958,"journal":{"name":"Journal of Organizational Change Management","volume":"12 1","pages":""},"PeriodicalIF":2.8,"publicationDate":"2024-03-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140071204","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Change or paradox: the double-edged sword effect of organizational crisis on employee behavior","authors":"Li Genqiang, Tao Yueying, Meng Yong, Lu Min","doi":"10.1108/jocm-03-2023-0088","DOIUrl":"https://doi.org/10.1108/jocm-03-2023-0088","url":null,"abstract":"&lt;h3&gt;Purpose&lt;/h3&gt;\u0000&lt;p&gt;Based on cognitive appraisal theory of stress, this study develops an integrated model to examine the double-edged sword effect and boundary conditions of the impact of organizational crisis on employee behavior.&lt;/p&gt;&lt;!--/ Abstract__block --&gt;\u0000&lt;h3&gt;Design/methodology/approach&lt;/h3&gt;\u0000&lt;p&gt;This study collected 672 employees’ data through three stages of longitudinal follow-up. Hierarchical regression analysis and SPSS macro process were used to test the hypotheses.&lt;/p&gt;&lt;!--/ Abstract__block --&gt;\u0000&lt;h3&gt;Findings&lt;/h3&gt;\u0000&lt;p&gt;The paper finds that organizational crisis induces unethical pro-organizational behavior through enhanced job insecurity and foster taking charge by stimulating career calling. Employee resilience negatively moderates the relationship between organizational crisis and job insecurity as well as the indirect effects of organizational crisis on unethical pro-organizational behavior through job insecurity. Conversely, it positively moderates the association between organizational crisis and career calling and the indirect effects on taking charge through career calling.&lt;/p&gt;&lt;!--/ Abstract__block --&gt;\u0000&lt;h3&gt;Research limitations/implications&lt;/h3&gt;\u0000&lt;p&gt;This study not only expands the research on the mechanisms of organizational crisis' effects on employees' behaviors but also provides practical guidance for corporate managers on how to respond to organizational crisis.&lt;/p&gt;&lt;!--/ Abstract__block --&gt;\u0000&lt;h3&gt;Practical implications&lt;/h3&gt;\u0000&lt;p&gt;The following insights are available to organizations and managers: first, this study confirms that organizational crisis can be perceived as threatening stressors that create job insecurity, which in turn leads to pro-organizational unethical behavior. Therefore, managers in organizational crisis should focus on stress regulation and guidance, pay timely attention to changes in the mindset of employees to reduce job insecurity, and strictly prohibit unethical pro-organizational behavior. They should promptly calm and control the atmosphere of panic and anxiety in the organization, do a good job of coordinating the division of labor, reduce personnel conflicts and contradictions, create a good organizational climate and reduce employees' sense of stress and negative perceptions of organizational crisis, thus reducing job insecurity and being able to meet the challenges in a better state. Secondly, this study confirms that employees also perceive organizational crisis as challenges and develop career calling, which in turn inspires proactive change behaviors. This suggests that managers in organizational crisis should promote the positive perception of organizational crisis as challenge, stimulate the career calling of employees in organizational crisis and call on and encourage employees to actively adopt taking charge. Therefore, managers should promptly give employees work affirmation, rewards and punishments, enhance the sense of participation and intrinsic motivation of subordinates, improve self-efficacy a","PeriodicalId":47958,"journal":{"name":"Journal of Organizational Change Management","volume":"138 1","pages":""},"PeriodicalIF":2.8,"publicationDate":"2024-02-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139978180","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"From sequence to simultaneity: tonalities and organizational change in digitalized organizations","authors":"Lise Justesen, Ursula Plesner","doi":"10.1108/jocm-01-2023-0022","DOIUrl":"https://doi.org/10.1108/jocm-01-2023-0022","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>The purpose of this paper is to inspire a different way of thinking about digitalization and organizational change by theorizing simultaneity as an alternative to the otherwise dominant root metaphor of sequence in the literature on digitalization and organizational change.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>The theoretical argument is based on a reading of central contributions to the literature on digital technology and organizational change, and particularly inspired by the work positing a constitutive entanglement of technology and organization. We argue for an extension of this line of thinking with a reading of Latour’s notion tonalities. The relevance of the theoretical argument is demonstrated through an illustrative empirical example of the phenomenon digital-ready legislation.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>The paper identifies sequence as a root metaphor in the organization and digital change literature. It develops a simultaneity view and illustrates its relevance through the example of digital-ready legislation, pinpointing how technological, organizational and legal elements are attuned to one another at the same time rather than in sequence.</p><!--/ Abstract__block -->\u0000<h3>Practical implications</h3>\u0000<p>The sequentiality view has dominated the change management research, which has travelled from research into practice. The simultaneity view has the potential to offer a new approach to planning change, with a focus on the simultaneous alignment of, e.g. legal, organizational and technological elements.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>The paper offers an alternative to dominant views on digitalization and organizational change, drawing on an overlooked notion in Latour’s scholarship, namely tonalities. This has potential to qualify the entanglement thesis and develop simultaneity as a new metaphor for understanding digital change.</p><!--/ Abstract__block -->","PeriodicalId":47958,"journal":{"name":"Journal of Organizational Change Management","volume":"42 1","pages":""},"PeriodicalIF":2.8,"publicationDate":"2024-02-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140002872","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Developing organizational change capability: towards a dynamic, multi-faceted and multi-temporal model","authors":"Véra-Line Montreuil","doi":"10.1108/jocm-01-2023-0010","DOIUrl":"https://doi.org/10.1108/jocm-01-2023-0010","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>The purpose of this paper is to provide a dynamic, multi-faceted and multi-temporal model of organizational change capability (OCC) to better grasp the complexity of this construct which is still mainly defined through its facilitating conditions rather than its own characteristics.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>Building on the literature on organizational learning, punctuated equilibrium, continuous transformation, organizational ambidexterity and dynamic capabilities, this paper critically analyzes the OCC construct by challenging the ways it is currently studied.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>This paper highlights that OCC contains five dynamically and temporally interrelated dimensions: learning from past change experience, managing continuous change, managing episodic change, managing change without compromising core organizational activities as well as anticipating future change. A set of propositions that link the construct to its facilitators and outcomes are also suggested.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>This conceptual analysis shows that recognizing the existence of tensions in change management constructs is crucial to gaining a deeper understanding of the complexities that organizations are facing today. In addition, by proposing a model both in continuity with the literature by adopting a dynamic conception of OCC, but also in discontinuity by shifting the focal point of analysis towards the essence of the construct rather than its peripheral variables, this research takes a step forward to tackle the remaining misconceptions around the interpretation of change capability.</p><!--/ Abstract__block -->","PeriodicalId":47958,"journal":{"name":"Journal of Organizational Change Management","volume":"20 1","pages":""},"PeriodicalIF":2.8,"publicationDate":"2024-02-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139773443","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Employee participation in corporate volunteering as the moderator of links between relationships at work, work meaningfulness and affective commitment","authors":"Paweł Brzustewicz, Aldona Glińska-Neweś, Iwona Escher, Yusheng Fu, Barbara Józefowicz","doi":"10.1108/jocm-07-2023-0290","DOIUrl":"https://doi.org/10.1108/jocm-07-2023-0290","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>The aim of this study is to test for a moderating role of employee participation in volunteering in links between employees' relationships with peers and supervisors, work meaningfulness (WM) and affective commitment (AC).</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>The study is based on a survey conducted on a sample of 711 employees, both those involved and those non-involved in corporate volunteering (CV).</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>The results suggest that employee participation in CV strengthens the effects that employees' perceptions of positive relationships with peers and perceived supervisor support (PSS) have on employees' AC. Contrary to expectations, although participation in CV strengthens employees' sense of WM, it does not affect its links with other phenomena analyzed in this study.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>CV is a fast-growing practice in corporate social responsibility. The reasons companies implement CV include the benefits they gain from it, such as positive effects on employee attitudes and behaviors. The paper contributes to the understanding of CV effects on employee attitudes and behaviors and builds a better business case for this CSR practice.</p><!--/ Abstract__block -->","PeriodicalId":47958,"journal":{"name":"Journal of Organizational Change Management","volume":"17 1","pages":""},"PeriodicalIF":2.8,"publicationDate":"2024-02-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139679699","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Does green transformational leadership reinforce green creativity? The mediating roles of green organizational culture and green mindfulness","authors":"Shalini Srivastava, Deepti Pathak, Swati Soni, Abha Dixit","doi":"10.1108/jocm-09-2023-0364","DOIUrl":"https://doi.org/10.1108/jocm-09-2023-0364","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>Utilising componential theory of creativity the study aims to examines the roles of green transformational leadership, organizational culture and green mindfulness as antecedents of green creativity.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>A three-wave data collection method was used to collect data from the 304 hotel employees belonging to hotels located in the tourist’s location of India. The study used PROCESS macro to test the hypothesized model.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>The results found a significant serial mediating effect of green organizational culture and green mindfulness for strengthening the association between green transformational leadership and green creativity.</p><!--/ Abstract__block -->\u0000<h3>Practical implications</h3>\u0000<p>The study establishes that a transformational leadership can bring about a much-needed green turnaround and thus makes significant practical contribution. As customers are becoming environmentally conscious, the industry can translate the green practices and motivate their subordinates by exhibiting the environmentally conscious behaviour and exhibit the same in their actions at work.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>The current research work expands the body of literature on green transformational leadership and green creativity nexus in tourism and hospitality industry by exploring the boundary condition that increases the strength of this relationship.</p><!--/ Abstract__block -->","PeriodicalId":47958,"journal":{"name":"Journal of Organizational Change Management","volume":"145 1","pages":""},"PeriodicalIF":2.8,"publicationDate":"2024-01-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139588965","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Forced shift to teleworking: how abusive supervision promotes counterproductive work behavior when employees experience COVID-19 corporate social responsibility","authors":"Yuan Liang, Tung-Ju Wu, Yushu Wang","doi":"10.1108/jocm-03-2023-0091","DOIUrl":"https://doi.org/10.1108/jocm-03-2023-0091","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>The COVID-19 pandemic necessitated teleworking, which inadvertently led to an impaired communication between supervisors and employees, resulting in abusive supervision. Drawing on the conservation of resources (COR) theory and the social identity theory, this study aims to address this negative association by examining the mediating role of state mindfulness and the moderating role of COVID-19 corporate social responsibility (CSR) in the relationship between abusive supervision and counterproductive work behaviors.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>This research employs both qualitative and quantitative research designs. Data collection involved an experimental design with 117 participants (Study 1), a cross-sectional survey with 243 participants (Study 2) and semi-structured interviews with 24 full-time employees (Study 3).</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>The results reveal that state mindfulness acts as a mediator in the positive relationship between abusive supervision and counterproductive work behaviors (CWB). Furthermore, COVID-19 CSR mitigates the relationship between abusive supervision and CWB within the organization, but not with the supervisor. Additionally, COVID-19 CSR moderates the impact of abusive supervision on state mindfulness.</p><!--/ Abstract__block -->\u0000<h3>Practical implications</h3>\u0000<p>The results emphasize the crucial role of CSR when employees encounter abusive supervision during the COVID-19 pandemic. Organizations and managers should adopt appropriate strategies to enhance employees' perception of CSR. Prioritizing the cultivation of state mindfulness is also recommended, and organizations can provide short-term mindfulness training to improve employees' state mindfulness.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>This research contributes to the understanding of abusive supervision and CWB in the context of forced teleworking.</p><!--/ Abstract__block -->","PeriodicalId":47958,"journal":{"name":"Journal of Organizational Change Management","volume":"81 1","pages":""},"PeriodicalIF":2.8,"publicationDate":"2024-01-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139475589","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"New ethical frontier: exploring the nexus of techno-ethical orientation and corporate ethical values moderated by digital citizenship behaviour","authors":"Shivangi Verma, Naval Garg","doi":"10.1108/jocm-04-2023-0107","DOIUrl":"https://doi.org/10.1108/jocm-04-2023-0107","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>In the information and technology age, where the “physical” world is merged with the “digital” world, the nature of social conditions, relations, citizenship and the flow of information has shifted from a moral and legal approach to a digital approach. Nowadays, the functioning, dissemination, conduct and governance of organisations and their members are regulated by techno-ethical and digital principles. Drawing on social cognitive theory, the study hypothesises that techno-ethical orientation predicts corporate ethical values (CEV) through the moderation of digital citizenship behaviour (DC). The study further proposes that each dimension of DC: online respect (OR) and online civic engagement (OCE), moderates the hypothesised relationship.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>546 respondents from India participated in the study. The responses were captured using structured and well-established questionnaires. The analysis was performed using robust measures of correlation, regression, reliability (Cronbach’s alpha and composite reliability) and validity (convergent and discriminant validity). The moderation influence of DC was tested and analysed using structural equation modelling (SEM) Analysis of Moment Structures (AMOS).</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>The regression findings of the study revealed that the techno-ethical orientation positively predicts the CEV. <em>R</em>-square values showed a 24.1% variation in corporate ethical value was explained by techno-ethical orientation. It indicates that a positive techno-ethical orientation establishes the ethical context and corporate values. Besides, the moderation analysis using SEM AMOS indicates that at both low and high levels of OR and OCE, the relationship between techno-ethical orientation and CEV is positive and significant.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>This study demonstrates a new facet of technology ethics that promotes the institutionalisation of CEV through DC. This study is the first to explore the interaction between techno-ethical orientation and CEV. Even though various former factors concerning ethical conduct have been examined, the results of the techno-ethical conduct of employees within the scope of an organisation have not been explored so far.</p><!--/ Abstract__block -->","PeriodicalId":47958,"journal":{"name":"Journal of Organizational Change Management","volume":"37 1","pages":""},"PeriodicalIF":2.8,"publicationDate":"2024-01-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139398463","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Entrepreneurial team personality-faultline strength and performance: the non-linear relationship and boundary conditions","authors":"Si Qian, Yinpu Zhang, Pengzhou Kuai","doi":"10.1108/jocm-05-2023-0180","DOIUrl":"https://doi.org/10.1108/jocm-05-2023-0180","url":null,"abstract":"PurposeThe purpose of this paper is to explore the effect of a team’s personality faultlines on entrepreneurial performance. Additionally, this paper verifies the moderating effect of shared leadership on the connection between the two varies. The authors focus on the upper echelons theory and social identity theory as well as personality faultlines in entrepreneurial teams.Design/methodology/approachAn online survey was conducted using data collected in China. Data from 618 members from 144 new venture teams were collected to examine the authors’ hypothesis.FindingsThe authors find a U-shaped relationship between the strength of entrepreneurial teams' personality-faultline and entrepreneurial performance. Additionally, shared leadership negatively moderates this U-shaped relationship. Specifically, when the entrepreneurial team has a high level of shared leadership, both the positive and negative relationships between the strength of the personality faultlines and entrepreneurial performance are weaker.Originality/valueThe research offers important theoretical and practical implications for the formation of entrepreneurial teams.","PeriodicalId":47958,"journal":{"name":"Journal of Organizational Change Management","volume":"13 5","pages":""},"PeriodicalIF":2.8,"publicationDate":"2024-01-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139380026","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Innovative work behavior and psychological empowerment: the importance of inclusive leadership on faculty members in Iraqi higher education institutions","authors":"Joather Alwali","doi":"10.1108/jocm-03-2023-0084","DOIUrl":"https://doi.org/10.1108/jocm-03-2023-0084","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>Drawing upon social exchange theory and self-determination theory (SDT), this study investigates the influence of psychological empowerment (PE) on innovative work behavior (IWB) among faculty members in Iraqi institutions of higher education. Additionally, this study aims to explore the role of inclusive leadership (IL) as a mediator between PE and IWB. Academic institutions are vital contributors to economic expansion through their research and the development of highly qualified graduate employees.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>To test the developed hypotheses, a quantitative approach was used with structural equation modeling via partial least squares (PLS-SEM) and bootstrapping estimation. The analysis was conducted using 497 responses.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>The results of this study demonstrate that PE has a positive impact on IWB among faculty members. Furthermore, IL mediates the relationship between PE and IWB.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>This study contributes to the existing literature by highlighting the significance of IL in encouraging employee participation in organizational change. The findings also suggest that IL plays a crucial mediating role in the relationship between PE and IWB among faculty members in Iraqi institutions of higher education.</p><!--/ Abstract__block -->","PeriodicalId":47958,"journal":{"name":"Journal of Organizational Change Management","volume":"10 1","pages":""},"PeriodicalIF":2.8,"publicationDate":"2024-01-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139064772","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}