Abstract
Purpose – The purpose of this paper is to explore how experience with organizational change influences employees' reactions to change. While exposure to an increasingly frequent organizational change can lead to change fatigue and cynicism, it can also generate more positive reactions to change. The authors identify experience‐based change capabilities and explore conditions for developing such capabilities.Design/methodology/approach – The paper draws on qualitative interview data from two studies of reactions to planned change. The authors probe employees' accounts of their reactions to change and show how they vary depending on employees' level and type of experience.Findings – The findings suggest that experience provides opportunities for employees to develop their change capabilities, which leads to milder and more constructive reactions to subsequent change initiatives. However, negative experiences can lead to loyal behavior that is based on cynical attitudes.Research limitations/implications – Th...
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
