Organizational Change Agent Influence: A Conditional Process Model of Key Individual Psychological Resources

Organizational change is a system-wide process that begins at the individual level. Individuals who act as catalysts for change are often referred to as "change agents" and are lower level employees rather than designated leaders. In the current study Conservation of Resources Theory (COR)...

Full description

Saved in:
Bibliographic Details
Published inJournal of change management Vol. 17; no. 3; pp. 268 - 295
Main Author Monnot, Matthew J.
Format Journal Article
LanguageEnglish
Published London Routledge 03.07.2017
Taylor & Francis Ltd
Subjects
change agent
Cognitive ability
Human resources
Occupational psychology
Organizational change
personality
Psychological Capital
simulation
Studies
Online AccessGet full text

Cover

More Information
Summary:Organizational change is a system-wide process that begins at the individual level. Individuals who act as catalysts for change are often referred to as "change agents" and are lower level employees rather than designated leaders. In the current study Conservation of Resources Theory (COR) is utilized to construct a conditional process model of key resources and change agent influence. Specifically, this model tests the direct effects of General Cognitive Ability (GCA), Five Factor Model (FFM) personality facets, and Psychological Capital (PsyCap) - as well as the mediating role of PsyCap - on simulated change agent performance. Results suggest PsyCap positively correlates with performance, and, mediates the relationship between GCA and performance. Related narrow FFM facets moderate both stages of the mediation. These findings provide theoretical implication for COR as well as practical implications for human resource development interventions geared towards identification and development of change agents.
ISSN:1469-7017
1479-1811
DOI:10.1080/14697017.2016.1237534