Evidence brief · Peer-reviewed · Systematic review of quantitative studies
Change recipients' reactions to organizational change: A 60-year review of quantitative studies
Oreg, S., Vakola, M., & Armenakis, A. (2011). Change recipients' reactions to organizational change: A 60-year review of quantitative studies. The Journal of Applied Behavioral Science, 47(4), 461-524. https://doi.org/10.1177/0021886310396550 (opens in a new tab)
Publisher: SAGE Publications
- What the study reported
- The review organized decades of studies on how employees react to organizational change. Features of the change process, such as communication, participation and support, appeared among the antecedents linked to recipients' reactions, alongside personal characteristics and the perceived benefits of the change.
- How it informs leadership practice
- Informs the Change pathway emphasis on explanation, employee input and operational support during change.
- Limitations
- A review of mostly correlational, self-report studies. It does not establish that a particular leader script changes reactions.
- Conceptual mapping
- Navigate the Human Side of Change
- Honor the Human Contract
Editorial interpretation. The study did not examine the H.U.M.A.N. framework.
Used in: Leading Through Change
Paraphrased summary. Read the original article via the DOI link for full methods and results.