Examining the Links Leading to Behavioral Support for Change: An Expectancy Theory Perspective
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Organizational Change, Behavioural Support for Change, Change-efficacy, Change-valence, Expectancy Theory
Abstract
The purpose of this study was to examine the antecedents and mechanisms that lead to behavioral support for change among academic staff, focusing on both personal and contextual factors. Data were collected from 292 academic staff members of six public sector universities in Pakistan using a cross-sectional survey. A self-reported questionnaire was administered to gather responses, and the data were analyzed using SPSS 25 and AMOS. The findings revealed a positive impact of change-efficacy on academic staff members’ behavioral support for change. Additionally, change-valence was identified as an effective intervening mechanism that translates the effect of change-efficacy on both compliance and championing behaviors. This study contributes to the existing literature on organizational change by empirically validating the significance of both personal and contextual factors in predicting behavioral support for change among academic staff in a university setting. The conclusion drawn from this study is that enhancing change-efficacy and fostering positive change-valence are crucial for promoting behavioral support for change. This study highlights the importance of these factors in ensuring successful change implementation within academic institutions. The implications of this research are substantial for senior university officials and policymakers. By focusing on strategies that boost academic staff's efficacy and positive expectations regarding change, universities can better manage and implement change initiatives. These insights are valuable for developing training programs and communication strategies that foster a supportive and proactive organizational culture. Further research is recommended to explore these findings in different organizational and cultural contexts to enhance the generalizability of the results.
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Copyright (c) 2020 Farhan Mehboob, Noraini Othman
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