Commitment to organizational change: The role of territoriality and change-related self-efficacy
研究员工领地行为（个性化与防御性反应）如何通过变革自我效能影响其对组织变革的承诺，基于203名经历办公搬迁和技术变革员工的调查数据。
Employee lack of commitment to change is a major management problem with negative consequences including change implementation failures. In this research, we draw on psychological ownership theory to examine the impact of employees’ territorial behaviors (i.e., personalization and reactionary defense) on commitment to change via the mediating role of change-related self-efficacy. We employ a two-wave survey to collect data from 203 participants undergoing organizational change (office relocation, technological change). Results of structural equation modeling suggest that personalization relates positively to commitment to change, while reactionary defense relates negatively to commitment to change. We find further that change-related self-efficacy fully mediates these effects. We conclude by discussing the theoretical and practical implications of our findings.