Examining the Relationship Between Organizational Culture and Change Fatigue

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.