How psychological resources facilitate adaptation to organizational change

Machteld van den Heuvel, E. Demerouti, A.B. Bakker

Research output: Contribution to journalArticleAcademicpeer-review

34 Citations (Scopus)
15 Downloads (Pure)


The purpose of this 1-year follow-up study among 580 police officers is to investigate whether identity-related resources are positively related to adaptive behaviour during times of organizational change. Combining the social identity perspective with resources theories, we hypothesized that leader–member exchange (LMX) and personal resources (meaning-making and organization-based self-esteem) are positively related over time. In addition, we hypothesized that resources captured before change implementation, show a positive relationship with adaptivity captured during change. Structural equation modelling analyses showed that LMX and personal resources were positively related. Further, all T1 resources were positively related to T2 adaptivity. The study emphasizes the importance of managing identity-related resources during turbulent times, in order to foster behavioural adaptation to change.
Original languageEnglish
Pages (from-to)847-858
JournalEuropean Journal of Work and Organizational Psychology
Issue number6
Publication statusPublished - 2014


Dive into the research topics of 'How psychological resources facilitate adaptation to organizational change'. Together they form a unique fingerprint.

Cite this