Fostering employees’ positive change reactions: the role of bridging and buffering strategies

Abstract

ABSTRACT This study examined how employees’ perceptions of organizations’ use of bridging and buffering public relations strategies affected their positive responses to organizational change. Drawing from two theoretical frameworks (i.e., social exchange theory and the strategic management of public relations), the current study tested three models that had employees’ openness to change as a mediator and three forms of behavioral support (i.e., compliance, cooperation, and championing) as outcomes. Through an online survey of 439 employees in the United States, this study found that perceived bridging strategies effectively induced employees’ openness to change, which in turn resulted in stronger behavioral compliance, cooperation, and championing for change. By contrast, while a perceived buffering strategy had a direct and positive association with employees’ compliance and cooperation, it did not enhance employees’ championing for change. Furthermore, perceived use of buffering strategies did not lead to employees’ openness to change.