Exploring the roles of self-determined motivation and perceived organizational support in organizational change

Huang, Rui-Ting
A icle
Explo ing he oles o sel -de e mined mo i a ion and
pe cei ed o ganiza ional suppo in o ganiza ional change
Eu opean Jou nal o Managemen and Business Economics (EJM&BE)
P o ided in Coope a ion wi h:
Eu opean Academy o Managemen and Business Economics (AEDEM), Vigo (Pon e ed a)
Sugges ed Ci a ion: Huang, Rui-Ting (2025) : Explo ing he oles o sel -de e mined mo i a ion and
pe cei ed o ganiza ional suppo in o ganiza ional change, Eu opean Jou nal o Managemen and
Business Economics (EJM&BE), ISSN 2444-8451, Eme ald, Leeds, Vol. 34, Iss. 2, pp. 193-210,
h ps://doi.o g/10.1108/EJMBE-03-2022-0056
This Ve sion is a ailable a :
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Explo ing he oles o
sel -de e mined mo i a ion and
pe cei ed o ganiza ional suppo
in o ganiza ional change
Rui-Ting Huang
Depa men o Business Adminis a ion, Na ional Chung Hsing Uni e si y,
Taichung, Taiwan
Abs ac
Pu pose –The p ima y pu pose o his s udy is no only o examine he connec ions be ween sel -de e mined
mo i a ion, a i udes owa d change and pa icipa ion in change, bu also o explo e he mode a ing impac o
pe cei ed o ganiza ional suppo on o ganiza ional change, and he media ing ole o a i udes owa d change
in he link be ween pe cei ed compe ence and pa icipa ion in change.
Design/me hodology/app oach –The da a we e collec ed om one semiconduc o manu ac u ing
company (s udy 1) and one logis ics se ice company (s udy 2). Employees who expe ienced o ganiza ional
change be o e we e in i ed o inish he su ey. The pa ial leas squa es-s uc u al equa ion modelling
(PLS-SEM) echnique and SPSS PROCESS (model 14) we e u ilized o analyze he da a.
Findings –The s udy indings indica ed ha he pe cei ed au onomy and ela edness we e posi i ely
connec ed wi h pe cei ed compe ence, which in u n would lead o be e a i ude owa d change. Addi ionally,
i was ound ha he pe cei ed compe ence and a i ude owa d change would posi i ely p edic pa icipa ion
in change. Mo e impo an ly, pe cei ed o ganiza ional suppo would ein o ce he posi i e ela ionship
be ween a i ude owa d change and pa icipa ion in change.
O iginali y/ alue –Al hough he e a e many o ganiza ional change epo s, ela i ely li le a en ion has
been paid no only o he media ing ole o a i udes owa d change in he implica ion o o ganiza ional change
bu also o he mode a ing impac o pe cei ed o ganiza ional suppo on he inal success o o ganiza ional
change.
Keywo ds A i udes owa d change, Change managemen , Sel -de e mina ion,
Pe cei ed o ganiza ional suppo , O ganiza ional change
Pape ype Resea ch pape
In oduc ion
Se e al esea che s ha e placed much emphasis on he key ole o sel -de e mined mo i a ion
in p e ious esea ch, p obably due o i s impac on ole iden i y (G€
un e and Wehne , 2015), job
sa is ac ion (Lam and Gu land, 2008), o ganiza ional ou comes (Gagn
e and Deci, 2005),
psychological well-being (Pe eaul e al., 2014), lea ning e ec i eness and e iciency (Akba i
e al., 2015). Fo example, an ea ly epo by Lam and Gu land (2008) sugges ed sel -de e mined
wo k mo i a ion posi i ely in luences job sa is ac ion. Ano he ecen e iew by G€
un e and
Wehne (2015) ound sel -de e mined mo i a ion posi i ely p edic s gene al ole iden i y and
Sel -
de e mined
mo i a ion
193
© Rui-Ting Huang. Published in Eu opean Jou nal o Managemen and Business Economics. Published
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Recei ed 1 Ma ch 2022
Re ised 5 Augus 2022
16 Sep embe 2022
Accep ed 24 Sep embe 2022
Eu opean Jou nal o Managemen
and Business Economics
Vol. 34 No. 2, 2025
pp. 193-210
Eme ald Publishing Limi ed
e-ISSN: 2444-8494
p-ISSN: 2444-8451
DOI 10.1108/EJMBE-03-2022-0056
o ganiza ion-speci ic ole iden i y. In ligh o his, al hough some esea che s ha e in ensely
concen a ed on he pi o al ole o sel -de e mined mo i a ion in o ganiza ions (Gagne e al.,
2000;Sheldon e al.,2003;Shin and Jung, 2021), he e is a lack o esea ch looking in o he impac
o sel -de e mined mo i a ion on o ganiza ional change. Speci ically, whe he sel -de e mined
mo i a ion, con aining h ee inna e psychological needs: pe cei ed au onomy, pe cei ed
ela edness, and pe cei ed compe ence, acili a es be e a i ude owa d change and
pa icipa ion in change has no ye been ully explo ed in p e ious epo s.
In addi ion, ecen ly, he e has been g owing in e es in he oles o pe cei ed o ganiza ional
suppo and a i udes owa d change in o ganiza ional s udies, p obably because pe cei ed
o ganiza ional suppo and a i udes owa d change a e closely associa ed wi h indi idual
pe o mance and o ganiza ional ou comes. Fo example, in a hospi ali y and ou ism
managemen epo , Akgunduz and Sanli (2017) e ealed pe cei ed o ganiza ional suppo is
posi i ely ela ed o job embeddedness, bu nega i ely connec ed wi h u no e in en ion. In
ano he oca ional beha io s udy, Ocampo e al. (2018) showed pe cei ed o ganiza ional
suppo is closely ela ed o ca ee adap abili y. Wi h pa icula espec o he ole o pe cei ed
o ganiza ional suppo in change pa icipa ion, Fuchs and P ouska (2014) sugges ed pe cei ed
o ganiza ional suppo is one o he c i ical an eceden s o change pa icipa ion.
Mo e impo an ly, se e al epo s e ealed posi i e a i udes owa d change play a key ole
in implemen ing success ul o ganiza ional change (D zensky e al., 2012;Ming-Chu and Meng-
Hsiu, 2015). Al hough he e a e many o ganiza ional change epo s, ela i ely li le a en ion
has been paid no only o he media ing ole o a i udes owa d change in he implica ion o
o ganiza ional change, bu also o he mode a ing impac o pe cei ed o ganiza ional suppo
on he inal success o o ganiza ional change. To close his esea ch gap, he p ima y pu pose o
his s udy is no only o examine he connec ions be ween sel -de e mined mo i a ion, a i udes
owa d change and pa icipa ion in change, bu also o explo e he mode a ing impac o
pe cei ed o ganiza ional suppo on o ganiza ional change, and he media ing ole o a i udes
owa d change in he link be ween pe cei ed compe ence and pa icipa ion in change.
In a nu shell, he signi icance o his s udy is closely and c i ically ela ed o h ee majo
con ibu ions. Speci ically, one main con ibu ion has been made by iden i ying he key
ela ionship be ween sel -de e mined mo i a ion, a i udes owa d change and pa icipa ion
in change. Ano he pi o al con ibu ion is made by e i ying he media ing ole o a i udes
owa d change in he connec ion be ween pe cei ed compe ence and pa icipa ion. Mo e
impo an ly, he hi d majo con ibu ion is made by p o ing he mode a ing impac o
pe cei ed o ganiza ional suppo on he success o o ganiza ional change. The heo e ical
e lec ions and p ac ical sugges ions a e p o ided o acili a e esea che s and p ac i ione s
o imp o e he e ec i eness and e iciency o o ganiza ional change.
Li e a u e e iew and hypo hesis de elopmen
O ganiza ional change managemen and d i e s o change
Al hough he e is no uni e sal de ini ion as o he concep o o ganiza ional change, Hussain
e al. (2018) sugges ed “ he o ganiza ional change explains he mo emen o an o ganiza ion
om he known (cu en s a e) s a e o he unknown (desi ed u u e s a e) s a e”(p. 123).
Ac ually, success ul o ganiza ional change is o en e y di icul , because change
managemen is closely ela ed no only o “ he p ocess o con inually enewing an
o ganiza ion’s di ec ion, s uc u e, and capabili ies o se e he e e -changing needs o
ex e nal and in e nal cus ome s”(Mo an and B igh man, 2000, p. 66), bu also o managing
di e en people in o ganiza ions. Wi h pa icula espec o managing people du ing change,
Mo an and B igh man (2000) iden i ied h ee cen al d i e s o o ganiza ional change,
including pu pose, iden i y and mas e y. In he p ocess o o ganiza ional change, pu pose is
impo an , mainly because “people a e goal-o ien ed”(Mo an and B igh man, 2000, p. 66).
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Speci ically, he new ision and goal a e ega ded as key in angible o ces mo i a ing people
o accomplish wo k equi emen s du ing change (Hussain e al., 2018).
In addi ion, iden i y e e s o pe sonal iden i ica ion wi h o ganiza ional change. Mo an
and B igh man (2000) e ealed “Change ha s ikes a he co e o a pe son’s sense o who
hey a e will ac i a e powe ul mo i a ions o e u n hings o he s a us quo”(p. 67). In o he
wo ds, whe he people eally iden i y and ag ee wi h o ganiza ional change plays a key ole
in de e mining he success ul implemen a ion o o ganiza ional change (Todnem, 2005).
Finally, mas e y is closely connec ed wi h pe sonal compe ence and abili y o deal wi h
equi emen s o o ganiza ional changes. Mo an and B igh man (2000) indica ed since
“su i al depends on one’s abili y o manage onesel and he en i onmen e ec i ely”(p. 67),
i is c i ical o p o ide employees du ing change wi h aining suppo s o help hem handle
possible changes and challenges in he u u e.
A i udes owa d change and employee pa icipa ion in o ganiza ional change
A i ude, which is desc ibed as “a psychological endency ha is exp essed by e alua ing a
pa icula en i y wi h some deg ee o a o o dis a o ”(Eagly and Chaiken, 1993, p. 1), is one
o he key ac o s in luencing beha io in en ion and ac ual beha io . An ea ly e iew by
Yada and Pa hak (2016) e ealed a i udes owa d buying g een p oduc s play a key ole in
de e mining pu chase in en ion. Ano he ecen epo by Minibas-Poussa d e al. (2018)
demons a ed ha sa ing a i udes a e key p edic o s o sa ing beha io . Addi ionally,
Casal
o and Esca io (2018) showed en i onmen al a i udes a e key de e minan s o
p o-en i onmen al beha io .
Wi h pa icula espec o he ole o a i udes owa d change in o ganiza ional change,
many s udies ha e ocused on he pi o al impac o employee a i udes owa d change in
o ganiza ional change, mainly because i has been shown o be closely connec ed wi h he
success ul implemen a ion o o ganiza ional change (Ming-Chu and Meng-Hsiu, 2015). Fo
example, Kwahk and Lee (2008) sugges ed “posi i e a i udes owa d beha io – eadiness
o change – he ex en o which o ganiza ional membe s hold posi i e iews abou he need
o o ganiza ional change, as well as hei belie ha changes a e likely o ha e posi i e
implica ions o hem and he o ganiza ion”(p. 475). Addi ionally, Kwahk and Kim (2008)
e ealed he mo e posi i e a i udes owa d change employees ha e, he less likely hey a e
going o esis o ganiza ional change. In an ea ly change managemen s udy, D zensky e al.
(2012) indica ed belie s and a i udes owa d change played a key ole in implemen ing
success ul o ganiza ional changes. In ano he managemen epo , Ming-Chu and Meng-Hsiu
(2015) added ha employees’posi i e a i udes owa d change should be one o he cen al
elemen s p opelling success ul o ganiza ional change.
Al hough nume ous s udies ha e explo ed o ganiza ional change, limi ed e o s ha e
been de o ed o examining he associa ion be ween a i udes owa d change and
pa icipa ion in change, which gene ally “ e e s o allowing employees o ha e inpu
du ing he p ocess o o ganiza ional change”(Chiang, 2010, p. 160). To cla i y he link
be ween hese wo a iables, his s udy p oposes he ollowing hypo hesis.
H1. A i udes owa d change will ha e a posi i e in luence on pa icipa ion in change.
Sel -de e mined mo i a ion, a i udes owa d change and pa icipa ion in change
The sel -de e mina ion heo y (SDT), ini ially p oposed by Deci and Ryan (1985), has been
g adually applied o psychological esea ch (Deci e al., 2001;Philippe and Valle and, 2008),
educa ional epo s (Roca and Gagn
e, 2008;Sø ebø e al., 2009), aging s udies (Cus e s e al.,
2012), ood esea ch (Sch€
osle e al., 2014), in o ma ion managemen epo s (Lee e al., 2015),
spo e iew (B ickell and Cha zisa an is, 2007), business esea ch (Leung and Ma anda, 2013)
Sel -
de e mined
mo i a ion
195
and o ganiza ional s udies (Ku aas, 2009;Lam and Gu land, 2008;Gagn
e and Deci, 2005).
Ne e heless, he e is s ill a lack o esea ch examining he ole o sel -de e mined mo i a ion in
he implemen a ion o o ganiza ional change. P e ious s udies sugges ed pe cei ed
compe ence, ela edness and au onomy, h ee in insic mo i a o s, a e cen al elemen s
acili a ing mo e posi i e lea ning achie emen , a ec i e commi men , in o ma ion echnology
adop ion, psychological well-being and o ganiza ional ou comes (Akba i e al., 2015;
Bae demaeke and B uggeman, 2015;Deci e al., 2001;Gagn
e and Deci, 2005;Lee e al., 2015;
Vandenbe ghe and Panaccio, 2012). A wo k and s ess epo by Els e al. (2012) showed he
us a ion o au onomy, compe ence and belongingness make emo ional exhaus ion wo se.
Addi ionally, in e ms o he connec ions be ween pe cei ed compe ence, use sa is ac ion,
beha io al in en ion, lea ning achie emen and o ganiza ional ou comes, i has been shown
pe cei ed compe ence, which e e s o a equi emen o “succeeding a op imally challenging
asks and a aining desi ed ou comes”(Deci e al., 2001, p. 931), is one o he key de e minan s
o eadiness o change (Kwahk and Lee, 2008), use sa is ac ion (Rez ani e al., 2017),
beha io al in en ion (Khan e al., 2018) and lea ning ou comes (Akba i e al., 2015). Especially
o implemen ing he en e p ise esou ce planning (ERP) sys ems in o ganiza ions, Kwahk
and Lee (2008) ound pe cei ed pe sonal compe ence posi i ely impac s eadiness o change,
which in u n leads o be e pe cei ed use ulness o ERP sys ems. Mo e impo an ly, in
ega d o o al quali y managemen (TQM) implemen a ion, Iqbal and As a -ul-Haq (2018)
indica ed indi idual a i udes owa d change a e closely linked o he success ul
implemen a ion o o ganiza ional change. In he same ein, i is likely employees wi h
highe le els o pe cei ed compe ence ha e be e a i udes owa d change, which in u n will
lead o mo e posi i e pa icipa ion in change. Acco dingly, his s udy p oposes he ollowing
hypo heses.
H2. Pe cei ed compe ence will ha e a posi i e in luence on a i udes owa d change.
H3. Pe cei ed compe ence will ha e a posi i e in luence on pa icipa ion in change.
H4. A i udes owa d change will media e he link be ween pe cei ed compe ence and
pa icipa ion in change.
Connec ions be ween pe cei ed au onomy, ela edness and compe ence
In e ms o he pi o al ole o pe cei ed ela edness in o ganiza ional ou comes, an ea ly
e iew by Gagn
e and Deci (2005) sugges ed “ he need o ela edness plays a cen al ole in
in e naliza ion o alues and egula ions”(p. 355). Ano he aging s udy by Cus e s e al. (2012)
ound esiden s o nu sing homes ega d pe cei ed ela edness, which e e s o a equi emen
o “a sense o mu ual espec , ca ing, and eliance wi h o he s”(Deci e al., 2001, p. 931), as
mo e impo an han pe cei ed compe ence and au onomy, especially in ca ing ela ionships.
Mo eo e , se e al epo s indica ed pe cei ed ela edness plays a key ole no only in
educing wo k s ain (Cho and Yang, 2018), bu also in p edic ing job ou comes (Lam and
Gu land, 2008), o ganiza ional commi men and psychological well-being (Gagn
e and
Deci, 2005).
Wi h pa icula espec o he oles o pe cei ed au onomy and ela edness in p e ious
esea ch, se e al esea che s indica ed a posi i e ela ionship be ween pe cei ed au onomy,
ela edness and compe ence. Fo example, an ea ly e iew by Leung and Ma anda (2013)
demons a ed pe cei ed au onomy, which e e s o a equi emen o “expe iencing choice
and eeling like he ini ia o o one’s own ac ions”(Deci e al., 2001 p. 931), is closely connec ed
no only wi h be e adop ion o sel -se ice echnologies, bu also wi h pe cei ed compe ence
(Huang e al., 2017). Ano he ecen epo by Ma ela and Riekki (2018) indica ed pe cei ed
ela edness is posi i ely associa ed wi h pe cei ed compe ence. Based on p e ious
sugges ions, simila ly, i is possible employees wi h highe le els o pe cei ed au onomy
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and ela edness a e likely o ha e mo e posi i e pe cei ed compe ence. Consequen ly, his
s udy p o e s he ollowing hypo heses.
H5. Pe cei ed au onomy will ha e a posi i e in luence on pe cei ed compe ence.
H6. Pe cei ed ela edness will ha e a posi i e in luence on pe cei ed compe ence
Pe cei ed o ganiza ional suppo
Pe cei ed o ganiza ional suppo , which e e s o “ he gene al belie ha he o ganiza ion
ca es o he con ibu ions and wel a e o i s employees”(Akgunduz and Sanli, 2017, p. 119),
has ecei ed much a en ion in p e ious esea ch, mainly because i is closely linked o
o ganiza ional pe o mance. Fi s , an ea ly e iew by Ba anik e al. (2010) demons a ed
pe cei ed o ganiza ional suppo is posi i ely connec ed no only wi h job sa is ac ion bu
also wi h o ganiza ional commi men . Ano he ecen s udy by Duan e al. (2019) sugges ed
pe cei ed o ganiza ional suppo is highly associa ed wi h o ganiza ional helping beha io s,
which in u n leads o be e employee wo kplace well-being. Second, Akgunduz and Sanli
(2017) e ealed pe cei ed o ganiza ional suppo plays a key ole in de e mining job
embeddedness and u no e in en ion. Ocampo e al. (2018) added pe cei ed o ganiza ional
suppo posi i ely p edic s ca ee adap abili y. Thi d, in e ms o he cen al impac o
pe cei ed o ganiza ional suppo on o ganiza ional change, se e al epo s demons a ed
pe cei ed o ganiza ional suppo is one o he key elemen s p opelling success ul
o ganiza ional change. Fo example, Ne es (2009) showed lack o managemen suppo
leads o ailu es in o ganiza ional change. Addi ionally, Fuchs and P ouska (2014) showed
pe cei ed o ganiza ional suppo and change pa icipa ion play a key ole in de e mining
mo e posi i e change e alua ion. Wi h pa icula espec o he ole o pe cei ed
o ganiza ional suppo in eadiness o change, an ea ly managemen e iew by Ming-Chu
and Meng-Hsiu (2015) demons a ed pe cei ed o ganiza ional suppo is posi i ely connec ed
o eadiness o change. Mo e impo an ly, ano he ecen change managemen s udy by
Giglio i e al. (2019) indica ed a posi i e ela ionship be ween pe cei ed o ganiza ional
suppo and change eadiness.
Mo eo e , in ega d o he mode a ing ole o pe cei ed o ganiza ional suppo in p io
esea ch, se e al epo s e ealed pe cei ed o ganiza ional suppo plays a mode a ing
ole in de e mining indi idual ou comes (Choi, 2020). Fo example, Wang e al. (2017)
sugges ed pe cei ed o ganiza ional suppo mode a es he link be ween a pe son’s
p oac i e pe sonali y and wo k engagemen . Cheng and O-Yang (2018) indica ed
“ u he mo e, pe cei ed o ganiza ional suppo mode a es he ela ionships among job
c a ing, bu nou , and sa is ac ion”(p. 78). In he con ex o o ganiza ional change,
likewise, i is possible pe cei ed o ganiza ional suppo plays a mode a ing ole in
de e mining he link be ween change a i udes and pa icipa ion. Mo e p ecisely, people
wi h highe le els o pe cei ed o ganiza ional suppo a e likely o ha e a mo e posi i e
connec ion be ween a i udes owa d change and pa icipa ion in change. Al hough he e
a e nume ous o ganiza ional change epo s, limi ed e o s ha e been de o ed o
examining he mode a ing ole o pe cei ed o ganiza ional suppo in o ganiza ional
change. Acco dingly, o u he unde s and he mode a ing impac o pe cei ed
o ganiza ional suppo on he connec ions be ween a i udes owa d change and
pa icipa ion in change, his s udy p oposes he ollowing hypo hesis (see Figu e 1).
H7. Pe cei ed o ganiza ional suppo will mode a e he link be ween a i udes owa d
change and pa icipa ion in change. Speci ically, people wi h highe le els o
pe cei ed o ganiza ional suppo will ha e a s onge ela ionship be ween a i udes
owa d change and pa icipa ion in change.
Sel -
de e mined
mo i a ion
197
Resea ch me hodology
Demog aphic da a o esponden s o s udy 1
A o al o 359 employees om one semiconduc o manu ac u ing company ook pa in s udy
1. Excluding 7 missing da a, 271 males and 81 emales pa icipa ed in his s udy. As shown in
Table 1, ma ied and single employees accoun ed o 204 and 142 o esponden s,
espec i ely, and he majo i y o employees held a bachelo ’s deg ees (n5253; 70%).
Mo eo e , he mean and median ages o pa icipan s we e 35.87 and 35, espec i ely. Finally,
he mean enu e o pa icipan s was 6.03 (wi h s anda d de ia ion 55.59).
Demog aphic da a o esponden s in he s udy 2
A o al o 179 employees om one logis ics se ice company pa icipa ed in s udy 2.
Excluding 2 missing da a, 98 males and 79 emales pa icipa ed in s udy 2. As shown in
Table 2, ma ied and single employees accoun ed o 81 and 93 o he esponden s,
Demog aphics I ems Numbe Pe cen age o esponden s
Gende Male 271 75
Female 81 23
Missing da a 7 2
Ma i al s a us Ma ied 204 57
Single 142 40
Missing da a 13 3
Educa ion High school 7 2
Bachelo 253 70
Mas e 79 22
Missing da a 20 6
Age Mean age 35.87
Median 35
S anda d de ia ion 7.887
Tenu e Mean 6.030
Median 5
S anda d de ia ion 5.59
Figu e 1.
Resea ch amewo k o
he s udy
Table 1.
Demog aphic da a o
esponden s
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espec i ely, and he majo i y o employees held bachelo ’s deg ees (n5122; 68%).
Mo eo e , he mean and median ages o pa icipan s we e 33.97 and 33, espec i ely. Finally,
he mean enu e o pa icipan s was 6.27 (wi h s anda d de ia ion 56.678).
Da a collec ion o s udy 1 and 2
The da a we e collec ed om one semiconduc o manu ac u ing company in s udy 1, and
om one logis ics se ice company in s udy 2. Mo e p ecisely, in s udy 1, employees who
expe ienced changes du ing a me ge we e in i ed o inish he su ey. In s udy 2, employees
who expe ienced changes ega ding implemen ing new in o ma ion sys ems in an
o ganiza ion we e eques ed o inish he su ey. In o de o allow pa icipan s o eel ee
o comple e he su ey, s udy 1 and 2 adop ed bo h online su eys and pape -based su eys
o collec he da a. A e incomple e su eys we e sc eened ou , his s udy inally acqui ed
359 useable da a o s udy 1, and 179 useable da a o s udy 2.
Common me hod bias
In o de o p obe in o he exis ence o common me hod bias in hese wo s udies (Podsako e al.,
2003), he Ha man’s single- ac o es was used o examine whe he he e was any common
me hod bias in he epo s. Because he s udy indings e ealed ha one single ac o in s udy 1
only explained 43.2% o o al a iances, and one single ac o in s udy 2 only in e p e ed 42.3%
o o al a iances, common me hod bias should no be conside ed a se e e p oblem.
Ins umen a ion
We u ilized 25 su ey i ems, which we e a ed on a se en-poin Like scale, o in es iga e he
impac o sel -de e mined mo i a ion and pe cei ed o ganiza ional suppo on o ganiza ional
change. As shown in Table 3, 12 i ems, which e alua ed he cons uc s o pe cei ed
au onomy, compe ence and ela edness, we e de eloped om Deci e al. (2001). Sample i ems
o pe cei ed au onomy, compe ence and ela edness we e, “I eel like I can make a lo o inpu
o decide how my job ge s done”,“People a wo k ell me I am good a wha I do”, and “I eally
like he people I wo k wi h”. Second, his s udy adop ed ou i ems om Chiang (2010) o
e alua e he cons uc o a i ude owa d change. Sample i ems we e, “The changes a e
needed and a e o he be e ”, and “I am willing o suppo any u he changes”.
Addi ionally, six i ems, which examined he cons uc o pe cei ed o ganiza ional suppo ,
Demog aphics I ems Numbe Pe cen age o esponden s
Gende Male 98 55
Female 79 44
Missing da a 2 1
Ma i al s a us Ma ied 81 45
Single 93 52
Missing da a 5 3
Educa ion High school 8 5
Bachelo 122 68
Mas e 41 23
Missing da a 8 4
Age Mean age 33.97
Median 33
S anda d de ia ion 9.156
Tenu e Mean 6.27
Median 3
S anda d de ia ion 6.678
Table 2.
Demog aphic da a o
esponden s in he
s udy 2
Sel -
de e mined
mo i a ion
199
I ems
Fac o loading
S1 S2 S1 S2 S1 S2 S1 S2 S1 S1 S1 S2
ATD1 0.87 0.85
ATD2 0.90 0.87
ATD3 0.90 0.86
ATD4 0.90 0.89
α
0.92 0.89
CR 0.94 0.92
AVE 0.80 0.75
VIF 1.44 1.18
PA1 0.86 0.85
PA2 0.88 0.83
PA3 0.88 0.87
PA4 0.86 0.86
α
0.89 0.88
CR 0.93 0.91
AVE 0.76 0.73
VIF 2.62 2.27
PC1 0.86 0.88
PC2 0.78 0.80
PC3 0.81 0.73
α
0.75 0.73
CR 0.86 0.85
AVE 0.67 0.65
VIF 1.95 2.11
PIC1 0.93 0.89
PIC2 0.93 0.91
PIC3 0.93 0.92
α
0.92 0.89
CR 0.95 0.93
AVE 0.86 0.82
VIF 1.36 1.39
POS1 0.87 0.84
POS2 0.90 0.92
POS3 0.88 0.92
POS4 0.77 0.71
POS5 0.84 0.85
POS6 0.84 0.85
α
0.93 0.92
CR 0.94 0.94
AVE 0.73 0.73
VIF 2.65 2.20
PR1 0.87 0.91
PR2 0.87 0.94
PR3 0.86 0.89
PR4 0.86 0.81
PR5 0.84 0.85
α
0.91 0.93
CR 0.94 0.94
AVE 0.74 0.78
VIF 1.73 1.69
No e(s): S1: s udy 1; S2: s udy 2; ATC: a i ude owa d change; PA: pe cei ed au onomy; PC: pe cei ed
compe ence; PR: pe cei ed ela edness; POS: pe cei ed o ganiza ional suppo ; PIC: pa icipa ion in change;
CR: composi e eliabili y; AVE: a e age a iance ex ac ed;
α
: C onbach’s alpha; VIF: a iance in la ion ac o s
Table 3.
Con i ma o y ac o
analysis
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poo change managemen in he pas a e mo e likely o esis new changes”(Fuchs and
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pe cei ed o ganiza ional suppo and sel -de e mined mo i a ion on o ganiza ional change.
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Abou he au ho
D Rui-Ting Huang is an associa e p o esso a Na ional Chung Hsing Uni e si y, Taiwan. He ecei ed
his PhD om Louisiana S a e Uni e si y, Ba on Rouge. His esea ch in e es s ocus on human esou ce
de elopmen , mobile lea ning, and o ganiza ional lea ning. Rui-Ting Huang can be con ac ed a :
[email p o ec ed]
Fo ins uc ions on how o o de ep in s o his a icle, please isi ou websi e:
www.eme aldg ouppublishing.com/licensing/ ep in s.h m
O con ac us o u he de ails: [email p o ec ed]
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