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A publicação pode ser exportada nos seguintes formatos: referência da APA (American Psychological Association), referência do IEEE (Institute of Electrical and Electronics Engineers), BibTeX e RIS.

Exportar Referência (APA) 
Neves, P., Pires, D. & Costa, S. (2021). Empowering to reduce intentions to resist future change: Organization-based self-esteem as a boundary condition. British Journal of Management. 32 (3), 872-891
Exportar Referência (IEEE) 
P. Neves et al.,  "Empowering to reduce intentions to resist future change: Organization-based self-esteem as a boundary condition", in British Journal of Management, vol. 32, no. 3, pp. 872-891, 2021
Exportar BibTeX 
@article{neves2021_1734879836587,
	author = "Neves, P. and Pires, D. and Costa, S.",
	title = "Empowering to reduce intentions to resist future change: Organization-based self-esteem as a boundary condition",
	journal = "British Journal of Management",
	year = "2021",
	volume = "32",
	number = "3",
	doi = "10.1111/1467-8551.12436",
	pages = "872-891",
	url = "https://onlinelibrary.wiley.com/journal/14678551"
}
Exportar RIS 
TY  - JOUR
TI  - Empowering to reduce intentions to resist future change: Organization-based self-esteem as a boundary condition
T2  - British Journal of Management
VL  - 32
IS  - 3
AU  - Neves, P.
AU  - Pires, D.
AU  - Costa, S.
PY  - 2021
SP  - 872-891
SN  - 1045-3172
DO  - 10.1111/1467-8551.12436
UR  - https://onlinelibrary.wiley.com/journal/14678551
AB  - Research examining resistance to change usually focuses on what happens during (or immediately prior to) implementation. However, researchers also acknowledge that organizational life, including change events, do not occur in a vacuum and that individuals form intentions to resist future change based on their prior experiences. Building on uncertainty reduction theory, we examined the role of empowering leadership in the reduction of intentions to resist future change. Using a time-lagged design, we found that empowering leadership reduces behavioural intentions to resist future change via structural empowerment. The indirect effect on cognitive and affective intentions was significant only for high organization-based self-esteem (OBSE) individuals. We also found a positive effect on cognitive intentions via psychological empowerment, again only for high OBSE individuals. These findings suggest that, to anticipate and prevent potential resistance to change, organizations should take a long-term approach to change management, namely by stimulating empowering leadership during times of stability.
ER  -