Perceived Threat to Change in Organizational Identity and Collective Self-efficacy in Organizations

Book excerpt: This research documents the empirical results of a study investigating the role of collective selfefficacy for resistance to change in organizational identity. Arising from the belief that members threat perception to change in organizational identity creates resistance, thus far studies have explained the existence of this threat perception by focusing on the role of organizational identity in defining members self-esteem. This research contributes to this debate by discussing what lowers this threat perception to change in organizational identity features that are relevant for members self-esteem. Evidence supports the role of collective self-efficacy. Theoretical arguments developed illustrate that the level of collective self-efficacy reduces members threat perception; collective self-efficacy enables members to feel competent in handling unforeseen situations based on their resourcefulness as a member of the organization, thereby giving members the idea that they are in control of threatening situations.