The influence of shared awareness of the need for change, clarity of vision, and empowerment on effective change The mediating role of collective emotions

Main Article Content

Byungjoo Lee
JaeYoon Chang


Organizational change does not cease at one point. Rather it is continuously going on so that the emotion which employees experience during the changing process should be treated as an important factor since it influences their consequential emotion, cognition, and behavior. This study focused on the collective characteristics of emotion. Data were collected from the employees of 47 government organizations for the contextual factors and for the positive and negative emotions at the time of one year passed from the start of intervention. The innovation performances of the organizations were measured by outside experts when the intervention was over. As a result, except just one relationship, we found that the collective positive and negative emotions partially mediate the relationships between the shared awareness of the need for change, the clarity of organizational vision, and employee empowerment and the innovation performance. It showed that the change agents should keep in mind that they have to take care of the emotional responses of employees which innovation brings in. Lastly the limitations of this study and several suggestions for the future study were discussed.


Metrics Loading ...

Article Details

How to Cite
Lee, B., & Chang, J. (2011). The influence of shared awareness of the need for change, clarity of vision, and empowerment on effective change: The mediating role of collective emotions. Korean Journal of Industrial and Organizational Psychology, 24(3), 575–596.
Empirical Articles


박혜진, 유태용 (2009). 상사의 리더십, 조직의 변화 준비성이 조직변화 몰입에 미치는 영향과 적응수행, 조직변화지지 행동에 대한 조직변화 몰입의 효과. 한국심리학회지: 산업 및 조직, 22(1), 131-153.
장해미, 장재윤, 김민수 (2006). 조직변화 단계 진단 척도 개발. 한국심리학회지: 산업 및 조직. 19(1), 1-24.
Armenakis, A. A., & Bedeian, A. G. (1999). Organizational change: A review of theory and research in the 1990s. Journal of Management, 25(3), 293-315.
Bagozzi, R. P. (2003). Positive and negative emotions in organizations. In K. S. Cameron, J. E. Dutton, & R. E. Quinn (Eds.), Positive organizational scholarship: Foundations of a new discipline: 176-193. San Francisco: Berrett -Koehler.
Baron, R. M., & Kenny, D. A. (1986). The moderator-mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations. Journal of Personality and Social Psychology, 51(6), 1173-1182.
Barsade, S. G., & Gibson, D. E. (1998). Group emotions: A view from top and bottom. In M. A. Neale, & E. A. Mannix (Eds.). Research on Managing Groups and Teams: 81-102. Stamford: JAI Press.
Barsade, S. G., Ramarajan, L., & Westen, D. (2009). Implicit affect in organizations. Research in Organizational Behavior, 29, 135-162.
Bar-Tal, D., Halperin, E., & de Rivera, J. (2007). Collective emotions in conflict situations: Societal implications. Journal of Social Issues, 63(2). 441-460.
Bartuneck, J. M., Rousseau, D. M., Rudolph, J W., & DePalma, J. A. (2006). On the receiving end: Sensemaking, emotion, and assessments of an organizational change initiated by others. The Journal of Applied Behavioral Science, 24(2), 182-206.
Choi, J. N. (2007). Chnage-oriented organizational citizenship behavior: Effects of work environment characteristics and intervening psychological processes. Journal of Organizational Behavior, 28, 467-484.
Choi, J. N., & Chang, J. Y. (2009). Innovation implementation in the public sector: An integration of institutional and collective dynamics. Journal of Applied Psychology, 94(1), 245-253.
Choi, J. N., Sung, S. Y., Lee, K., & Cho, D. (2011). Balancing cognition and emotion: Innovation implementation as a function of cognitive appraisal and emotional reactions toward innovation. Journal of Organizational Behavior, 32(1), 107-124.
Cole, M. S., Bruch, H., & Vogel, B. (2006). Emotion as mediators of the relations between perceived supervisor support and psychological hardiness on employee cynicism. Journal of Organizational Behavior, 27, 463-484.
Cole, M. S., Walter, F., & Bruch, H. (2008). Affective mechanisms linking dysfunctional behavior to performance in work teams: A moderated mediation study. Journal of Applied Psychology, 93(5), 945-958.
De Dreu, C. K. W., Baas, M., & Nijstad, B. A. (2008). Hedonic tone and activation level in the mood-creativity link: Toward a dual pathway to creativity model. Journal of Personality and Social Psychology, 94(5), 739-756.
Duck, J. D. (1993). Managing change: The art of balancing. Harvard Business Review, 71(6), 109-118.
Dvir, T., Kass, N., & Shamir, B. (2004). The emotional bond: Vision and organizational commitment among high-tech employees. Journal of Organizational Change Management, 17(2), 126-143.
Fineman, S. (2006). On being positive: Concerns and counterpoints. Academy of Management Review, 31(2), 270-291.
Fredrickson, B. L. (2003). Positive emotions and upward spirals in organizations. In K. S. Cameron, J. E. Dutton, & R. E. Quinn (Eds.), Positive organizational scholarship: Foundations of a new discipline: 163-175. San Francisco: Berrett-Koehler.
Fugate, M., Kinicki, A. J., Prussia, G. E. (2008). Employee coping with organizational change: An examination of alternative theoretical perspectives and models. Personnel Psychology, 61, 1-36.
Galpin, T. (1996). The human side of change: A practical guide to organization redesign. San Francisco: Jossey-Bass.
Giӕver, F. (2009). Looking forwards and back: Exploring anticipative versus retrospective emotional change-experiences. Journal of Change Management, 9(4), 419-434.
George, J. M. & Jones, G. R. (2001). Towards a process model of individual change in organizations. Human Relations, 54(4), 419-444.
Hareli, S., & Rafaeli, A. (2008). Emotion cycles: On the social influence of emotion in organizations. Research in Organizational Behavior, 28, 35-59.
Huy, Q. N. (2002). Emotional balancing of organizational continuity and radical change: The contribution of middle managers. Administrative Science Quarterly, 47, 31-69.
Judson, A. (1991). Changing behavior in organizations: Minimizing resistance to change. Cambridge, MA: Basil Blackwell.
Kiefer, T. (2005). Feeling bad: Antecedents and consequences of negative emotions in ongoing change. Journal of Organizational Behavior, 26, 875-897.
Kotter, J. (1996). Leading change. Boston: Harvard Business School Press.
Larsen, R. J., & Diener, E. E. (1992). Promises and problems with the circumplex model of emotion. In M. S. Clark (ed.), Review of Personality and Social Psychology: Emotion, 13: 25-59. Newbury Park, CA: Sage.
Lazarus, R. S. (1991). Emotion and adaptation. New York: Oxford University Press.
Levin, D. Z., Kurtzberg, T. R., Phillips, K. W., & Lount Jr, R. B. (2010). The role of affect in knowledge transfer. Group Dynamics: Theory, Research, and Practice. 14(2), 123-142.
Lewin, K. (1947). Frontiers in group dynamics. Human Relations, 1, 5-41.
Liu, Y., & Perrewé, P. L. (2005). Another look at the role of emotion in the organizational change: A process model. Human Resource Management Review, 15, 263-280.
Matheny, J. A., & Smollan, R. K. (2005). Taking change to heart: Exploring emotions experienced through change events. Research on Emotions in Organizations, 1, 173-210.
Mossholder, K. W., Settoon, R. P., Armenakis, A. A., & Harris, S. G. (2000). Emotion during organizational transformations: An interactive model of survivor reactions. Group & Organization Management, 25(3), 220-243.
Muchinsky, P. M. (2000). Emotions in the workplace: The neglect of organizational behavior. Journal of Organizational Behavior, 21, 801-805.
Oreg, S., & Sverdlik, N. (2011). Ambivalence toward imposed change: The conflict between dispositional resistance to change and the orientation toward the change agent. Journal of Applied Psychology, 96(2), 337-349.
Piderit, S. K. (2000). Rethinking resistance and recognizing ambivalence: A multidimensional view of attitudes toward an organizational change. Academy of Management Review, 25(4), 783-794.
Robinson, O., & Griffiths, A. (2005). Coping with the stress of transformational change in a government department. The Journal of Applied Behavioral Science, 41(2), 204-221.
Rousseau, D. M. (1985). Issues of level in organizational research: Multi-level and cross-level perspectives. Research in Organizational Behavior, 7, 1-37.
Russell, J. (1980). A circumplex model of affect. Journal of Personality and Social Psychology, 39(6), 1161-1178.
Russell, J., & Carroll, J. (1999). On the bipolarity of positive and negative affect. Psychological Bulletin, 125(1), 3-30.
Sanchez-Burks, J., & Huy, Q. N. (2009). Emotional aperture and strategic change: The accurate recognition of collective emotions. Organization Science, 20(1), 22-34.
Spreitzer, G. M. (1995). Psychological empowerment in the workplace: Dimensions, measurement, and validation. Academy of Management Journal, 38, 1442-1465.
Tichy, N. M. (1993). Control your destiny or someone else will. New York: Double Day.
van Zomeren, M., Spears, R., Fischer, A. H., & Leach, C. W. (2004). Put your money where your moth is! Explaining collective action tendencies through group-based anger and group efficacy. Journal of Personality and Social Psychology, 87(5), 649-664.
Walter, F., & Bruch, H. (2008). The positive group affect spiral: A dynamic model of the emergence of positive affective similarity in work groups. Journal of Organizational Behavior, 29, 239-261.
Zhang, H., & Agarwal, N. C. (2009). The mediating roles of organizational justice on the relationships between HR practices and workplace outcomes: An investigation in China. The International Journal of Human Resource Management, 20(3), 676-693.

Most read articles by the same author(s)

1 2 3 > >>