Open Access Article Psychology and Organizational Behavior

Examining the Links Leading to Behavioral Support for Change: An Expectancy Theory Perspective

Farhan Mehboob (1), Noraini Othman (2)
(1) School of Business Managememt, Universiti Utara Malaysia, Sintok, Malaysia, Malaysia,
(2) School of Business Managememt, Universiti Utara Malaysia, Sintok, Malaysia, Malaysia
https://doi.org/10.36923/ijsser.v2i4.78

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Issue
Vol. 2 No. 4 (2020)
Submitted
September 1, 2020
Published
December 6, 2020
Keywords:
    Organizational Change, Behavioural Support for Change, Change-efficacy, Change-valence, Expectancy Theory
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Abstract

The purpose of this study was to examine the antecedents and mechanisms that lead to behavioral support for change among academic staff, focusing on both personal and contextual factors. Data were collected from 292 academic staff members of six public sector universities in Pakistan using a cross-sectional survey. A self-reported questionnaire was administered to gather responses, and the data were analyzed using SPSS 25 and AMOS. The findings revealed a positive impact of change-efficacy on academic staff members’ behavioral support for change. Additionally, change-valence was identified as an effective intervening mechanism that translates the effect of change-efficacy on both compliance and championing behaviors. This study contributes to the existing literature on organizational change by empirically validating the significance of both personal and contextual factors in predicting behavioral support for change among academic staff in a university setting. The conclusion drawn from this study is that enhancing change-efficacy and fostering positive change-valence are crucial for promoting behavioral support for change. This study highlights the importance of these factors in ensuring successful change implementation within academic institutions. The implications of this research are substantial for senior university officials and policymakers. By focusing on strategies that boost academic staff's efficacy and positive expectations regarding change, universities can better manage and implement change initiatives. These insights are valuable for developing training programs and communication strategies that foster a supportive and proactive organizational culture. Further research is recommended to explore these findings in different organizational and cultural contexts to enhance the generalizability of the results.

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Authors

Farhan Mehboob
School of Business Managememt, Universiti Utara Malaysia, Sintok, Malaysia
https://orcid.org/0000-0002-2135-7485
farhan.mehboob9@gmail.com (Primary Contact)
Noraini Othman
School of Business Managememt, Universiti Utara Malaysia, Sintok, Malaysia
https://orcid.org/0000-0003-0961-4757
Author Biographies

Farhan Mehboob, School of Business Managememt, Universiti Utara Malaysia, Sintok, Malaysia

Farhan Mehboob is a Ph.D. candidate at Universiti Utara Malaysia (UUM), Sintok, Malaysia. He holds an MS degree in Management from Sukkur IBA University, Sukkur, Pakistan. He has over 7 years of professional experience in academia. Besides, Mr. Mehboob has also published several research articles and attended numerous international conferences as well. His research interests include organizational change management and development, positive psychology and behavior, learning, and leadership development.

Noraini Othman, School of Business Managememt, Universiti Utara Malaysia, Sintok, Malaysia

Dr. Noraini Othman is an Associate Professor at the School of Business Management, Universiti Utara Malaysia. She received her doctoral degree in Organizational Behavior and Development (OB) from Universiti Sains Malaysia (USM). She teaches various courses in the OB and Management discipline of the undergraduate and postgraduate levels and supervise the postgraduate thesis. Her research interests include job performance, engagement, change management, leadership, and emotion management.
Mehboob, F., & Othman, N. (2020). Examining the Links Leading to Behavioral Support for Change: An Expectancy Theory Perspective. Innovation Journal of Social Sciences and Economic Review, 2(4), 1–09. https://doi.org/10.36923/ijsser.v2i4.78
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