Process-orientation versus outcome-orientation during organizational change: the role of organizational identification
Article first published online: 19 JUN 2006
Copyright © 2006 John Wiley & Sons, Ltd.
Journal of Organizational Behavior
Volume 27, Issue 6, pages 685–704, September 2006
How to Cite
van Knippenberg, B., Martin, L. and Tyler, T. (2006), Process-orientation versus outcome-orientation during organizational change: the role of organizational identification. J. Organiz. Behav., 27: 685–704. doi: 10.1002/job.391
- Issue published online: 19 JUL 2006
- Article first published online: 19 JUN 2006
- Manuscript Accepted: 16 MAR 2006
- Manuscript Revised: 10 MAR 2006
- Manuscript Received: 31 JAN 2006
- Netherlands organization for scientific research (NWO). Grant Number: MAGW490-01-200
In this paper we argue that organizational identification is predictive of employee interests and concerns during periods of organizational change. More specifically, we assert that organizational identification may largely determine whether employees may be focused upon the change related outcomes (e.g., salary, expenses, etc.), or on the change processes (e.g., procedures, voice and participation options, etc.). Data of both a scenario experiment and a survey are presented indicating that high and low identifiers indeed are differentially interested in process and outcome information. The results suggest that people who identify less with the organization are more likely to be focused upon the change outcomes then on the change process, while people who identify highly (i.e., deep structure) with the organization are more likely to be focused upon the change processes then on the change outcomes. The benefits of awareness of organizational members' level of identification for organizational change management are discussed. Copyright © 2006 John Wiley & Sons, Ltd.