Change is omnipresent in contemporary organizations. Employees' change support (i.e., the provision of time, energy, and contributions to a change process) is a crucial reaction for change to be successful, while employees' frustration (i.e., an intense negative feeling of deprivation) is a counterproductive reaction. Yet, research only recently began to consider work design as an environmental characteristic that can foster the development of new perspectives and thus be beneficial for employees' change support. We expand this research and draw from the work design growth model to argue that job autonomy and job complexity have more nuanced roles in predicting change support than accounted for in the traditional work design literature. Specifically, we propose that job complexity can be a facilitator of change support through its positive effect on employees' active exploration of new ideas (engaging pathway). However, it can also cause cognitive overload in employees, which leads to frustration (straining pathway). This ambivalent nature stands in contrast to job autonomy, which we expect to positively impact change support both via the engaging and straining pathways. Further considering the embeddedness of change in the social context, we explore the moderating role of high-quality contact with colleagues. Data from a 3-wave study with 643 employees supported the beneficial role of job autonomy and pointed to job complexity as a double-edged sword that facilitates change support but also leads to more frustration. High-quality contact strengthened the positive effect of job autonomy on active exploration, with positive downstream consequences for change support.

变革在当代组织中无处不在。员工的变革支持（即为变革过程提供时间、精力和贡献）是变革成功的关键反应，而员工的挫败感（即强烈的负面剥夺感）则是适得其反的反应。然而，研究直到最近才开始将工作设计视为一种环境特征，可以促进新观点的发展，从而有利于员工的变革支持。我们扩展了这项研究，并借鉴工作设计增长模型，认为工作自主性和工作复杂性在预测变革支持方面的作用比传统工作设计文献中所解释的更加微妙。具体来说，我们认为，工作复杂性可以通过其对员工积极探索新想法（参与途径）的积极影响，成为变革支持的促进者。然而，它也会导致员工认知超载，从而导致沮丧（紧张途径）。这种矛盾的性质与工作自主权形成鲜明对比，我们期望工作自主权能够通过吸引和紧张的途径对变革支持产生积极影响。进一步考虑社会背景中变革的嵌入性，我们探讨了与同事的高质量接触的调节作用。一项针对 643 名员工的三波研究数据支持了工作自主权的有益作用，并指出工作复杂性是一把双刃剑，它有利于变革支持，但也会导致更多挫败感。