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Fostering employees’ positive change reactions: the role of bridging and buffering strategies

Fostering employees’ positive change reactions: the role of bridging and buffering strategies This study examined how employees’ perceptions of organizations’ use of bridging and buffering public relations strategies affected their positive responses to organizational change. Drawing from two theoretical frameworks (i.e., social exchange theory and the strategic management of public relations), the current study tested three models that had employees’ openness to change as a mediator and three forms of behavioral support (i.e., compliance, cooperation, and championing) as outcomes. Through an online survey of 439 employees in the United States, this study found that perceived bridging strategies effectively induced employees’ openness to change, which in turn resulted in stronger behavioral compliance, cooperation, and championing for change. By contrast, while a perceived buffering strategy had a direct and positive association with employees’ compliance and cooperation, it did not enhance employees’ championing for change. Furthermore, perceived use of buffering strategies did not lead to employees’ openness to change. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Public Relations Research Taylor & Francis

Fostering employees’ positive change reactions: the role of bridging and buffering strategies

Journal of Public Relations Research , Volume 34 (3-4): 23 – Jul 4, 2022

Fostering employees’ positive change reactions: the role of bridging and buffering strategies

Abstract

This study examined how employees’ perceptions of organizations’ use of bridging and buffering public relations strategies affected their positive responses to organizational change. Drawing from two theoretical frameworks (i.e., social exchange theory and the strategic management of public relations), the current study tested three models that had employees’ openness to change as a mediator and three forms of behavioral support (i.e., compliance, cooperation, and...
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Publisher
Taylor & Francis
Copyright
© 2022 Taylor & Francis Group, LLC
ISSN
1532-754X
eISSN
1062-726X
DOI
10.1080/1062726X.2022.2093881
Publisher site
See Article on Publisher Site

Abstract

This study examined how employees’ perceptions of organizations’ use of bridging and buffering public relations strategies affected their positive responses to organizational change. Drawing from two theoretical frameworks (i.e., social exchange theory and the strategic management of public relations), the current study tested three models that had employees’ openness to change as a mediator and three forms of behavioral support (i.e., compliance, cooperation, and championing) as outcomes. Through an online survey of 439 employees in the United States, this study found that perceived bridging strategies effectively induced employees’ openness to change, which in turn resulted in stronger behavioral compliance, cooperation, and championing for change. By contrast, while a perceived buffering strategy had a direct and positive association with employees’ compliance and cooperation, it did not enhance employees’ championing for change. Furthermore, perceived use of buffering strategies did not lead to employees’ openness to change.

Journal

Journal of Public Relations ResearchTaylor & Francis

Published: Jul 4, 2022

Keywords: Bridging strategy; buffering strategy; change communication; internal public relations

References