A Self-determination Perspective of Change Recipients'' Attitudes toward Organizational Change

博士 === 國立臺灣大學 === 心理學研究所 === 100 === In this dissertation research, I use the self-determination theory to conceptualize employees’ various attitudes toward organizational change (AOC). Following this theoretical framework, I propose that employees’ AOCs can be autonomous, introjected, or purely ext...

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Main Authors:	An-Chih Wang, 王安智
Other Authors:	Bor-Shiuan Cheng
Format:	Others
Language:	en_US
Published:	2012
Online Access:	http://ndltd.ncl.edu.tw/handle/30000889922095061760

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spelling	ndltd-TW-100NTU050710772015-10-13T21:50:16Z http://ndltd.ncl.edu.tw/handle/30000889922095061760 A Self-determination Perspective of Change Recipients'' Attitudes toward Organizational Change 由自我決定論觀點探討員工對組織變革之態度 An-Chih Wang 王安智博士國立臺灣大學心理學研究所 100 In this dissertation research, I use the self-determination theory to conceptualize employees’ various attitudes toward organizational change (AOC). Following this theoretical framework, I propose that employees’ AOCs can be autonomous, introjected, or purely external. Also, I expect that in addition to perceived change implementation during the change process, employees’ perceived organizational support and work passion prior to the change as well as how they are communicated in the change process all have substantial effects on employees’ AOCs. Finally, I predict that AOCs relate to many important employee outcomes after the change is implemented. I designed four studies to test my research hypotheses. Results obtained from these studies suggest that AOC constructs effectively capture various attitudes toward a change, and that my newly developed scales serve as valid and reliable measures for these constructs. Bor-Shiuan Cheng 鄭伯壎 2012 學位論文 ; thesis 127 en_US
collection	NDLTD
language	en_US
format	Others
sources	NDLTD
description	博士 === 國立臺灣大學 === 心理學研究所 === 100 === In this dissertation research, I use the self-determination theory to conceptualize employees’ various attitudes toward organizational change (AOC). Following this theoretical framework, I propose that employees’ AOCs can be autonomous, introjected, or purely external. Also, I expect that in addition to perceived change implementation during the change process, employees’ perceived organizational support and work passion prior to the change as well as how they are communicated in the change process all have substantial effects on employees’ AOCs. Finally, I predict that AOCs relate to many important employee outcomes after the change is implemented. I designed four studies to test my research hypotheses. Results obtained from these studies suggest that AOC constructs effectively capture various attitudes toward a change, and that my newly developed scales serve as valid and reliable measures for these constructs.
author2	Bor-Shiuan Cheng
author_facet	Bor-Shiuan Cheng An-Chih Wang 王安智
author	An-Chih Wang 王安智
spellingShingle	An-Chih Wang 王安智 A Self-determination Perspective of Change Recipients'' Attitudes toward Organizational Change
author_sort	An-Chih Wang
title	A Self-determination Perspective of Change Recipients'' Attitudes toward Organizational Change
title_short	A Self-determination Perspective of Change Recipients'' Attitudes toward Organizational Change
title_full	A Self-determination Perspective of Change Recipients'' Attitudes toward Organizational Change
title_fullStr	A Self-determination Perspective of Change Recipients'' Attitudes toward Organizational Change
title_full_unstemmed	A Self-determination Perspective of Change Recipients'' Attitudes toward Organizational Change
title_sort	self-determination perspective of change recipients'' attitudes toward organizational change
publishDate	2012
url	http://ndltd.ncl.edu.tw/handle/30000889922095061760
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