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

Farhan Mehboob; Noraini Othman

doi:10.36923/ijsser.v2i4.78

Open Access Original Research

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

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

Purpose of the study: An individual’s support for change is a critical factor in successfully and effectively implementing change. Therefore, identifying possible antecedents and mechanisms leading to one’s behavioral support for change is necessary. The study aims to unpack this avenue of research empirically by examining the role of both person and context as factors in promoting behavioral support for change.

Methodology: Data was collected from 292 academic staff members of six public sector universities in Pakistan via cross-sectional means. A self-reported questionnaire was used to collect responses from the desired sample. SPSS 25 and AMOS were used to analyze the data for its relevance to the objectives of the study.

Main Findings: Results revealed a positive impact of change-efficacy on academic staff members’ behavioral support for change. Moreover, change-valence provides an effective intervening mechanism to translate the effect of change-efficacy on both dimensions of behavioral support for change, that is, compliance and championing behavior.

Research limitations/implications: The study contributes to the existing literature on organizational change, particularly in the university setting, by examining and empirically validating the factors of both person and context as significant predictors of behavioral support for change among academic staff. However, more research is needed in other organizational and work contexts to further apply the study’s implications within these diverse contexts.

Novelty/Originality of this study: The study offers useful insights for senior university officials intending to build support for change by enhancing academic staff levels of efficacy and positive expectations regarding such change and enables them to successfully execute the change-related tasks into viable actions.

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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), 1–08. https://doi.org/10.36923/ijsser.v2i4.78

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