Abstract
To remain competitive, organizations tend to change their established ways of working, their strategy, the core values, and the organizational structure. Such thorough changes are referred to as transformational change. Unfortunately, transformational change is often unsuccessful because organizational members do not always welcome the change. Although organizations often expect their supervisors to be successful role-models and change-agents during the transformational change process, we argue that initiating transformational change could increase supervisors' hindrance stress levels, which may result in abusive behaviors towards employees. More specifically, in a multi-source survey and an experimental study, we find evidence that transformational change is associated with supervisors' experienced hindrance stress, which subsequently led to more abusive behaviors towards employees.
Original language | English |
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Pages (from-to) | 957-976 |
Number of pages | 10 |
Journal | Human Resource Management Journal |
Volume | 33 |
Issue number | 4 |
Early online date | 24 Jan 2023 |
DOIs | |
Publication status | Published - Nov 2023 |
Bibliographical note
Special Issue: Refugee recruitment and workplace integration: An opportunity for human resource management scholarship and impact.Funding Information: Grant Number from grant obtained at Zayed University: R19075. Publisher Copyright: © 2023 John Wiley & Sons Ltd.