The relationship between the universal network perceptions and the dyadic network perceptions and their effect on employees' behavioral reactions towards organizational change.

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Hatjidis, Dimitrios
Parker, Andrew
Conference Paper
The purpose of this paper is to examine empirically the relationships formed between the universal network quality perceptions and the dyadic network quality perceptions that an individual formulate through social ties at work and their effect on behavioral reaction toward organizational change. Design/methodology/approach The data were collected from 91 full-time hotel employees through a self-report survey. Using regression models and mediation method three hypotheses referring to the relationship between the universal and the dyadic perceptions as well as the indirect effect of the dyadic network perception on behavioral reactions to change, through universal network perceptions, are tested. Findings The results show that universal network perception has a positive association with an individual’s behavior toward change, while the authors’ dyadic network perception hypothesis is not supported. Additional results highlight the indirect effect of dyadic network perception on behavioral reactions to change through universal network perceptions. Research limitations/implications Owing to the nature of the study, the inferences of causality might not be that strong as the authors’ findings are limited to the fact that the outcome variable is the behavioral intention toward a hypothetical organizational change rather than an actual change. Practical implications Although both types of perceptions are needed in affecting behavioral intentions, the universal network perceptions are the ones that need to be considered as indicators of the need for proactive non-conventional management planning with regard to the human element of change management. Originality/value The principal contribution of this study is that it brings greater clarity to how tie quality perceptions are constructed and their impact on employees’ behavior toward organizational change.
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