Organizational change has been thought to evoke negative employee responses, yet it is ubiquitous in modern market economies. It is thus surprising that the adverse effects of organizational change are not more visible or apparently disrupting. We hypothesized that, although perceived organizational change, by inducing change apprehension, stimulates negative employee responses (i.e., lower organizational commitment and organizational citizenship behavior [OCB]), it also elicits organizational nostalgia, which engenders positive employee responses (higher organizational commitment and OCB). We tested our hypotheses in nine studies. First, across four experiments (two preregistered), perceived societal or organizational change elicited organizational nostalgia and, via organizational nostalgia, increased employees' organizational commitment and OCB. Subsequently, in two preregistered experiments, induced organizational nostalgia (vs. control) strengthened employees' commitment to the changed organization and galvanized their defense of organizational change. Finally, in a preregistered follow-up experiment and two preregistered surveys, we tested and validated our full model regarding the opposing mediating roles of change apprehension and organizational nostalgia. The findings help to understand why effects of organizational change are less disruptive than might be expected and clarify the role of organizational nostalgia during organizational change. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

中文翻译：

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感知到的组织变革通过增加组织怀旧来加强组织承诺和组织公民行为。


人们认为组织变革会引起员工的负面反应，但它在现代市场经济中无处不在。因此，令人惊讶的是，组织变革的不利影响并没有变得更加明显或明显具有破坏性。我们假设，虽然感知到的组织变革通过引发变革忧虑，刺激了员工的负面反应（即较低的组织承诺和组织公民行为[OCB]），但它也会引起组织怀旧，从而产生积极的员工反应（较高的组织承诺和组织公民行为[OCB]）。 ）。我们在九项研究中检验了我们的假设。首先，在四项实验（其中两项是预先注册的）中，感知到的社会或组织变革引发了组织怀旧，并通过组织怀旧增加了员工的组织承诺和 OCB。随后，在两个预先注册的实验中，诱导的组织怀旧（与控制相比）增强了员工对变革组织的承诺，并激发了他们对组织变革的捍卫。最后，在一项预先注册的后续实验和两项预先注册的调查中，我们测试并验证了关于变革恐惧和组织怀旧的对立中介作用的完整模型。研究结果有助于理解为什么组织变革的影响比预期的破坏性要小，并阐明组织怀旧在组织变革过程中的作用。 （PsycInfo 数据库记录 (c) 2024 APA，保留所有权利）。