Decades of research have examined how employees experience organizational-level change events (e.g., “the merger”). However, employees can also experience “everyday change events” that occur at the individual-level as the change becomes routinized for their jobs. That is, individuals can react to organizational change events that are occurring at different hierarchical levels. Drawing on event system theory, we argue that employees’ commitment to the organizational-level change event can shape how employees anticipate and experience subsequent everyday change events. These negative and positive everyday change events can impact (a) how employees engage with their work, impacting their performance and (b) whether employees perceive that they are fairly treated, impacting their subsequent evaluations of organizational-level change. Our hypotheses were generally supported in a field sample in which employees were surveyed immediately after a merger was announced, participated in a daily diary study as the merger was implemented, and completed a second survey 2 weeks after the diary study. By applying event system theory to organizational change, we provide important theoretical and practical insights, including how an organizational-level event can exert top-down direct effects by impacting how employees anticipate and experience change on an everyday basis as well as how everyday negative and positive change events can subsequently impact employees’ commitment to the organizational-level change, creating bottom-up direct effects. We also illuminate the importance of considering the frequency and strength of both negative and positive events to understand what it is about everyday negative and positive events that has implications for employees and organizations.

中文翻译：

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将事件系统理论应用于组织变革：日常积极和消极事件的重要性

数十年的研究探讨了员工如何经历组织层面的变革事件（例如“合并”）。然而，随着工作变化变得例行公事，员工也可能会经历在个人层面发生的“日常变化事件”。也就是说，个人可以对不同层级发生的组织变革事件做出反应。借鉴事件系统理论，我们认为员工对组织层面变革事件的承诺可以影响员工如何预测和体验随后的日常变革事件。这些消极和积极的日常变革事件可能会影响（a）员工如何参与工作，影响他们的绩效；（b）员工是否认为自己受到公平对待，影响他们对组织层面变革的后续评估。我们的假设得到了现场样本的普遍支持，在该样本中，员工在合并宣布后立即接受了调查，在合并实施时参与了每日日记研究，并在日记研究两周后完成了第二次调查。通过将事件系统理论应用于组织变革，我们提供了重要的理论和实践见解，包括组织级别的事件如何通过影响员工每天预期和体验变革的方式以及日常消极和消极的影响方式来发挥自上而下的直接影响。积极的变革事件随后会影响员工对组织层面变革的承诺，从而产生自下而上的直接影响。我们还阐明了考虑消极和积极事件的频率和强度的重要性，以了解日常消极和积极事件对员工和组织的影响。