Examining the Relationship Between Organizational Culture and Change Fatigue

dc.contributor.advisor McCarthy, Patrick en_US
dc.contributor.author Perel, Crystal Dawn en_US
dc.contributor.committeemember Hein, Michael en_US
dc.contributor.department Psychology en_US
dc.date.accessioned 2015-06-12T19:05:15Z
dc.date.available 2015-06-12T19:05:15Z
dc.date.issued 2015-03-23 en_US
dc.description.abstract Since standardization and stability gave way to flexibility and adaptability, organizational change has become a cornerstone of modern business strategy. While a certain amount of change is healthy for an organization and may be necessary to remain competitive, too much change can lead to unhealthy outcomes for both the organization and its employees. Change fatigue is a new construct focused on the impact of excessive organizational change. The current study examines how the Person-Environment Model applies to change fatigue. Effects on two negative work outcomes were also examined. Results indicated certain organizational culture-types (group and rational), as measured through the Competing Values Framework, and internal work locus of control are related to perceptions of change fatigue. Change fatigue is negatively related to organizational commitment and positively related to turnover intentions. These relationships were found to be partially and fully mediated through emotional exhaustion, respectively. Implications and future research are discussed. en_US
dc.description.degree M.A. en_US
dc.identifier.uri http://jewlscholar.mtsu.edu/handle/mtsu/4466
dc.publisher Middle Tennessee State University en_US
dc.subject.umi Psychology en_US
dc.thesis.degreegrantor Middle Tennessee State University en_US
dc.thesis.degreelevel Masters en_US
dc.title Examining the Relationship Between Organizational Culture and Change Fatigue en_US
dc.type Thesis en_US
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