Organizational change based on social constructionism:

Central to this research was the supposed theoretical relationship between perceived context variables (bureaucratic job features and organizational culture) and

‘To what extent do organizational culture, trust in management (both context variables), participation and communication (both process variables) influence the

more people are fatigued from change, the lower readiness for change and the higher resistance to change. Hence, this hypothesis is confirmed. Hypothesis 4b assumes that change

influence change readiness, whereas extrinsic motivation is the only variable for which the influence was more neutral compared to the others. Whereas some

1 Stimulating motivation was important because organization members did not see the importance of the change project or were unsatisfied because of prior experiences. 3,

What are the convergence developments in the industries of media, communications and high tech in the Netherlands, and how do companies in organisational change processes

Key words: Management Control Systems, Gender differences, Big Five personality, Organizational Citizenship Behavior, Autonomy, Leadership style, Variable reward,

This paper will focus on this role of the change recipients’ responses by researching the different change strategies that change agents can use to guide a change