Commitment to Organizational Change in Clinical Nurses: A Structural Model Applying Lewin's Change Theory

Abstract

Purpose: In clinical settings characterized by constant change, systematic and planned change management in terms of human resources is necessary for clinical nurses to commit to change. Accordingly, this study used a structural equation model, applying Lewin's theory of change, to investigate the factors influencing commitment to organizational change among clinical nurses. The aim was to gather evidence to inform the development of strategies to strengthen this commitment.Methods: Surveys were conducted online and offline with hospital nurses from November to December 2022, resulting in 220 valid samples for analysis. SPSS 28.0 and AMOS 28.0 were used for data analysis.Results: The research showed support for six out of 14 research hypotheses, revealing significant paths from transformational leadership to organizational support, positive psychological capital, job crafting, and commitment to organizational change. Job crafting was found to directly influence commitment to organizational change, and high recognition of transformational leadership increased commitment through perceived organizational support, positive psychological capital, and job crafting.Conclusion: This study offers insights for developing strategies to promote commitment to organizational change among clinical nurses by considering positive psychological capital, job crafting, transformational leadership, and perceived organizational support. Mediation programs should be implemented based on the pathways in this model.