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dc.contributor.authorLawrence, Sandraen_US
dc.contributor.authorJ. Callan, Victoren_US
dc.date.accessioned2017-04-24T09:56:04Z
dc.date.available2017-04-24T09:56:04Z
dc.date.issued2011en_US
dc.date.modified2012-02-14T04:08:09Z
dc.identifier.issn10453172en_US
dc.identifier.doi10.1111/j.1467-8551.2010.00692.xen_US
dc.identifier.urihttp://hdl.handle.net/10072/42550
dc.description.abstractFew researchers have explored how employees use social support to cope during organizational change. The current research proposed and tested a model that integrates moderation and mediation effects in order to understand how perceived available support influences employees' use of support mobilization to deal with change-related stress. Survey data were collected from 476 health professionals working in a large public hospital undergoing large-scale change and downsizing. Moderated path analyses revealed evidence to suggest that perceived available support plays a moderated mediation role during coping with change. Support mobilization mediated the indirect relationship between change-related stress and job satisfaction, at both low and high levels of perceived available colleague support. Perceived available non-work support moderated the relationship between support mobilization and job satisfaction, and perceived available supervisor support moderated the relationship between change-related stress and support mobilization. The direction of simple effects was not always as expected and alternative explanations for these unexpected findings are offered, along with practical implications for supervisors managing organizational change.en_US
dc.description.peerreviewedYesen_US
dc.description.publicationstatusYesen_US
dc.languageEnglishen_US
dc.publisherWiley-Blackwellen_US
dc.publisher.placeUnited Kingdomen_US
dc.relation.ispartofstudentpublicationNen_US
dc.relation.ispartofpagefrom567en_US
dc.relation.ispartofpageto585en_US
dc.relation.ispartofissue4en_US
dc.relation.ispartofjournalBritish Journal of Managementen_US
dc.relation.ispartofvolume22en_US
dc.rights.retentionYen_US
dc.subject.fieldofresearchOrganisational Behaviouren_US
dc.subject.fieldofresearchcode150311en_US
dc.titleThe role of social support in coping during the anticipatory stage of organizational change: A test of an integrative modelen_US
dc.typeJournal articleen_US
dc.type.descriptionC1 - Peer Reviewed (HERDC)en_US
dc.type.codeC - Journal Articlesen_US
gro.facultyGriffith Business School, Dept of Employment Relations and Human Resourcesen_US
gro.date.issued2011
gro.hasfulltextNo Full Text


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