Testing a Model of the Predictors of Change Success

Research has suggested that commitment to organisational change is a mediator between employees ’ perceptions of organisational climate and change-related outcomes such as behavioural support for change. This study sought to further clarify the role of one component of commitment to organisational change (affective commitment) in mediating the relationships between two aspect of organisational climate, perceptions of change management and change success. We used structural equation modelling to examine a structural model using two large data sets (N = 2549 and 2737 respectively). We also conducted a subgroups analysis which examined whether the one structural model was suitable across four separate organisations which comprised the second data set. The overall structural model confirmed that affective commitment to organisational change was a mediator of the relationships between the two aspect of organisational climate, perceptions of change management and change success. The structural model was also similar for the four organisations. These results suggest that while the role of affective commitment to organisational change was similar across the four organisations, perceptions of change management and positive organisational climate were the most important predictors of change success