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The Journal of Applied Behavioral Science
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Utilizing the Theory of Planned Behavior to Inform Change Management

An Investigation of Employee Intentions to Support Organizational Change

Nerina L. Jimmieson

The University of Queensland

Megan Peach

The University of Queensland

Katherine M. White

Queensland University of Technology

Utilizing the theory of planned behavior (TPB) as a framework for understanding employee intentions to support organizational change, this study examined the extent to which attitude, subjective norm, and perceived behavioral control (PBC) and the interactive effect of group norm and ingroup identification predicted intentions to carry out change-supportive activities. It also was hypothesized that communication and participation would increase intentions, with these relationships mediated by the TPB variables. The sample was 149 employees undergoing the first phase of a building relocation. Attitude, subjective norm, and PBC each predicted intentions. A significant interaction emerged, with group norm predicting intentions only for employees who identified strongly with their reference group. Employees who perceived sufficient information about the relocation reported stronger intentions, an effect that was partially mediated via subjective norm and PBC. Similarly, participation predicted intentions via subjective norm. Implications for fostering employee readiness for change are discussed.

Key Words: theory of planned behavior • organizational change • readiness for change • change management strategies • intentions

This version was published on June 1, 2008

The Journal of Applied Behavioral Science, Vol. 44, No. 2, 237-262 (2008)
DOI: 10.1177/0021886307312773
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