Welcome to the InfoSci Platform
Reference Hub1
Dynamic Forces of Amplifying Employee Change Supportive Behavior: An Individual-Level Analysis

Dynamic Forces of Amplifying Employee Change Supportive Behavior: An Individual-Level Analysis

M. Nazmul Islam, Aida Idris, Fumitaka Furuoka
Copyright: © 2021 |Volume: 12 |Issue: 3 |Pages: 18
ISSN: 1947-9638|EISSN: 1947-9646|EISBN13: 9781799861065|DOI: 10.4018/IJABIM.20210701.oa27
Cite Article Cite Article

MLA

Islam, M. Nazmul, et al. "Dynamic Forces of Amplifying Employee Change Supportive Behavior: An Individual-Level Analysis." IJABIM vol.12, no.3 2021: pp.1-18. http://doi.org/10.4018/IJABIM.20210701.oa27

APA

Islam, M. N., Idris, A., & Furuoka, F. (2021). Dynamic Forces of Amplifying Employee Change Supportive Behavior: An Individual-Level Analysis. International Journal of Asian Business and Information Management (IJABIM), 12(3), 1-18. http://doi.org/10.4018/IJABIM.20210701.oa27

Chicago

Islam, M. Nazmul, Aida Idris, and Fumitaka Furuoka. "Dynamic Forces of Amplifying Employee Change Supportive Behavior: An Individual-Level Analysis," International Journal of Asian Business and Information Management (IJABIM) 12, no.3: 1-18. http://doi.org/10.4018/IJABIM.20210701.oa27

Export Reference

Mendeley
Favorite Full-Issue Download

Abstract

Managing organizational change is one of the difficult tasks for every organization. Researchers and practitioners around the world indicated that due to the uncertainty and complexity associated with organizational change, an employee feels fear and cynicism to involve in the organizational change process which causes failure in the majority of the organizational change initiatives. Contemporary literature highlighted the effectiveness of employee championing behavior for managing organizational change successfully. Therefore, this study collected data from 379 employees working in Bangladesh’s banking sector to explore the different dynamics forces such as transformational leadership, trust in leadership, organizational alignment and work engagement to enhance employee championing behavior in the context of organizational change. The outcome of this study shows that all dynamic forces significantly affected the employee championing behavior during organizational change.