Superior–subordinate communication during organizational change: under which conditions does high-quality communication become important?

Abstract

Restructuring and organizational change have become ever-present across all industrial countries. Based on conservation of resources theory, this study explored a buffering effect of superior–subordinate communication (SSC) in the relationship between management support for the change and both job satisfaction and work-related irritation. It was also assumed that dispositional resistance to change (RTC) would further impact this buffering effect. We tested these assumptions in a sample of 119 employees from eight organizations in which change had occurred. A buffering effect of SSC was supported for job satisfaction but not for irritation. In case of irritation, an interaction effect of RTC, SSC and management support was found. For irritation, the quality of SSC and the degree of management support are relevant only under the condition of high RTC. In our study, RTC was found offer a valuable approach for a successful implementation of organizational change. Practical approaches should refer to communication processes between superior and subordinates, especially when employees are high in RTC.

Keywords:

• communication
• moderation
• organizational change
• resistance to change
• three-way interaction

Acknowledgements

We would like to thank Franziska Bredehöft and Alexandra Budjanovcanin for their valuable comments on previous versions of the present manuscript.

Disclosure statement

No potential conflict of interest was reported by the authors.