A Signaling Theory Approach to Employee Reactions to Organizational Change

Author

Feigu Zhou

Date

2025

Document Type

Dissertation

Degree Name

Doctor of Philosophy

Department

Business Administration

Committee Chair

James Vardaman

Committee Member

Caitlin Porter

Committee Member

Jihae You

Committee Member

Mel Fugate

Abstract

In a fast-paced business environment, organizations must continuously adapt to remain competitive. However, research indicates that change efforts often encounter resistance and fail to achieve their objectives. This dissertation tests a model of change recipient reactions that posits the role of change communication and individual perception of distributive justice and procedural justice as its primary antecedents. In alignment with signaling theory, the dissertation focuses on three outcomes: openness to change, commitment to change, and turnover intention. More specifically, this dissertation aims to provide valuable insights into how employee trust in management mediates the relationship between change antecedents—including the quality of change communication, procedural and distributive justice—and change outcomes: openness to change, commitment to change, and turnover intention.

Comments

Data is provided by the student.

Library Comment

PDF

Notes

Embargoed until 04-15-2027

Recommended Citation

Zhou, Feigu, "A Signaling Theory Approach to Employee Reactions to Organizational Change" (2025). Electronic Theses and Dissertations. 3721.
https://digitalcommons.memphis.edu/etd/3721