組織変革の認知と変革態度

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  • COGNITION OF ORGANIZATIONAL CHANGE AND ATTITUDE TOWARD CHANGE

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Although a great deal of effort has been made on the analysis of the cognitive side of organizational life, little is known about how the members interpret organizational change. This paper applies the attribution theory to the organizational change study. The purpose of this research is to investigate how the causal attribution of an organizational change affects an attitude toward change, and to examine the moderating effect of the organizational schema on the relationship. Using a questionnaire survey, 180 employees (113 firms) who experienced a planned organizational change in their firm were asked about their interpretation of the change. The findings were as follows: First, two types of causal attribution influenced the attitude toward change. That is, the more a person interpreted that an organizational change took place because of a member's power and not of conflicts in the firm, the more his/her attitude toward change became positive. Second, an organizational schema moderated the relationship between the causal attribution and the attitude toward change. That is, the positive relationship between the attribution to member's power and the attitude toward change was identified only among persons who had the innovation-schema for their firm. Third, the contents of an organizational change did not show strong effect on the causal attribution. Theoretical and practical implications and suggestions for future research are discussed.

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