Abstract
This study investigated the relationship of employee openness to organisational change with job stress and turnover intentions and tested the moderating effect of psychological ownership in a healthcare context. Participants were employees from a large, non-profit, Midwestern US healthcare organisation that was in the process of a large-scale change initiative (i.e., merger). Our findings indicated that there is a negative relationship between employee openness to organisational change and job stress and turnover intentions. Results also revealed that employees with a higher level of psychological ownership and openness to change tended to experience less job stress. Psychological ownership has not been examined as a moderator in organisational change contexts despite its obvious relevance. Our findings indicate that employee openness to organisational change and psychological ownership are two individual-level attitudes critical to improving crucial individual and organisational outcomes in the change process.
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