Abstract
PurposeBased on goal orientation theory, this study aims to examine how and when employees' performance goal orientations (PGOs) affect their change-supportive behavior in entrepreneurial firms undergoing change.Design/methodology/approachA two-wave time-lagged research design was applied to collect data from companies undergoing change in China.FindingsThe results showed that employees' performance-proving goal orientation (PPGO) was positively related to change-supportive behavior, and employees' performance-avoiding goal orientation (PAGO) was negatively related to change-supportive behavior. Openness to change played a mediating role in these mechanisms, and employees' learning goal orientation (LGO) played a moderating role.Originality/valueBy solving the mechanism of the relationship between PGOs and change-supportive behavior that has not been explored before, this study answers the question of how and when different PGOs affect support behavior.
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