ABSTRACT

This chapter focuses on theoretical advances in the study of psychological contracts to explore perceptions of psychological contract disruption in the context of organizational change and the circumstances under which these disruptions lead to positive and negative outcomes for employees and the change effort. It discusses roles of employees and organizations in promoting successful change efforts. The chapter describes theoretical work that is relevant to enhancing understanding of psychological contract processes during organizational change. It also explores various factors relevant to promoting and maintaining functional psychological contracts during times of change. Organizational change is a situational trigger that may prompt people to activate different aspects of their networks. The chapter argues that, in Maintenance, employees who easily adapt to the change and revise their psychological contract so it is congruent with the new reality are more likely to activate and mobilize stronger ties with change agents and contacts who favor the initiative.