Collective friend group reactions to organizational change: A field theory approach

Summary This paper integrates field theory with a social network perspective to show that perceptions of the quality of the organization's change communication become collectively shared in friend groups, and that these collective perceptions positively influence collective job performance in t...

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Bibliographic Details
Published in:Journal of organizational behavior 2023-09, Vol.44 (7), p.1094-1108
Main Authors: Vardaman, James M., Maher, Liam P., Sterling, Christopher M., Allen, David G., Dhaenens, Andrew J.
Format: Article
Language:English
Subjects:
Change agents
Communication
Friendship
Job performance
Organizational behavior
Organizational change
Perceptions
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Summary:Summary This paper integrates field theory with a social network perspective to show that perceptions of the quality of the organization's change communication become collectively shared in friend groups, and that these collective perceptions positively influence collective job performance in those friend groups. Findings from two studies show that these collective perceptions influence collective performance both directly and by interacting with change history in friend groups. The results extend theory by highlighting the importance of friendships as a mechanism for change recipient reactions becoming collectively shared. The findings further suggest that collective histories and communication perceptions play a vital role in collective job performance during change. Practical implications and directions for future research are also discussed.
ISSN:0894-3796
1099-1379
DOI:10.1002/job.2706