| The rapid changes of the internal and external environment make it a must for the modern organizations continue to change in order to gain a competitive advantage and maintain everlasting. Success of organizational change is directly related to the life span of enterprises. Currently less is concerned about the individual level of response to change in the study of organizational change, and particularly lacking empirical studies reflecting the common response of employees in different types of change. This article is based on the problem of employees’choice on behavior intention in changes, attempting to explore the formation mechanism of their attitude and position in changes. We constructed the model framework featured with core conceptual elements of change cognition, psychological ownership, and behavior intention based on combing the existing theories. It is designed to reveal the selection of individual behavior stand in changes under China’s social and cultural context, especially paying attention to the situational differences in the selection mechanism.Firstly, we comb related research outcomes on organizational change, individual response in change, psychological ownership and behavior intentions, using the literature research method, and design the article based on research progress and shortcomings. We then use the questionnaire research methods to analyze the relationship between key variables and answer the main problem in-depth from a quantitative point of view. Main problems are as follows:effects mechanism of staff s change cognition to their behavior intentions in change, effects mechanism of staff’s organizational psychological ownership and work related psychological ownership to their behavior intentions in change, effects of different organizational change characteristics to employees’behavior intention and the differences on demographic variables and organizational characteristics variables to the change cognition, psychological ownership and behavior intention. By collecting questionnaires in large-scale from organizations in Zhejiang, Shandong, Shanghai and other regions,248valid questionnaires were received. Through statistical method of descriptive statistics, factor analysis, correlation analysis, analysis of variance and regression analysis we test the idea of the study and reached the following conclusions.(1) There is a significant positive correlation between employees’cognition of change and their support to change, yet the relationship between cognition and change resistance is not significant. That means employees’ cognition on value and effects of changes facilities their adoption of support attitude toward change. But whether they are to take the stance of resistance is not relevant to their cognition of change. This means that in Chinese culture background, employees will not take resistant behavior in change publicly even if they may not identify with the values and possible results of organizational change.(2) Psychological ownership fully mediated the relationship between organizational cognition and change support. Organizations psychological ownership and work related psychological ownership have complete mediating effect in the relationship between change cognition and change support. It means that cognition of change effects employees’support through the role of psychological ownership.(3) The relationship between work related psychological ownership and change behavior intention is significantly regulated by the type of change. Change characteristics (intensity, initiative, and increase or decrease) will significantly adjust the relationship between work related psychological ownership and change behavior intention. Overall, forced, progressive and addition change, the impact of psychological ownership is much bigger. In initiative, revolutionary and subtraction change, the impact of work psychological ownership is relatively small. The regulating effect of change types to the relationship between organizational psychological ownership and behavior intention is confirmed only in the situation of intense change and progressive change.(4) Demographic variables have significant differences on core research variables. Relatively speaking, more men than women have a higher level of change cognition. With the growth of the age and work experience, cognition on the meaning and effect of change is weaker, which means that older employee measure changes more complex than new employees. The organizational psychological ownership is higher for employees with higher education. Employees who are older, working longer and with less education are more likely to hold boycott to change. Higher the job level, more likely the support for organizational change. |
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