Viewing Organizational Change from a Micro-Perspective
DOI:
https://doi.org/10.62051/96x8hr65Keywords:
Organizational Change; Routine.Abstract
Modern organizational change, a key strategy focus, has high failure rates—but research underscores employees’ role: once seen as passive/resistant, they can also initiate change and shape organizational routines. With Lewin's model, this study uses routines (repetitive, interdependent patterns for stability/change) to analyze interactions. Key findings: 1) Change affects employee involvement via ostensive-to-performative routine mediation; 2) Involvement impacts change via performative-to-ostensive mediation; 3-4) Leader support moderates both links, boosting participation when stronger. This study fills micro-foundation gaps in change research, highlighting individual-routine interplay to help managers refine change strategies.
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