Chapter 4 Personality, affect, and organizational change: a qualitative study

Roy K. Smollan; Jonathan A. Matheny; Janet G. Sayers

doi:10.1108/S1746-9791(2010)0000006008

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Research on Emotion in Organizations

ISSN: 1746-9791
Series editor(s): Neal M. Ashkanasy, Wilfred J. Zerbe and Charmine E. J. Härtel

Subject Area: Organization Studies

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Chapter 4 Personality, affect, and organizational change: a qualitative study

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Title:	Chapter 4 Personality, affect, and organizational change: a qualitative study
Author(s):	Roy K. Smollan, Jonathan A. Matheny, Janet G. Sayers
Volume:	6 Editor(s): Wilfred J. Zerbe, Härtel Charmine E. J., Ashkanasy Neal M. ISBN: 978-0-85724-177-1 eISBN: 978-0-85724-178-8
Citation:	Roy K. Smollan, Jonathan A. Matheny, Janet G. Sayers (2010), Chapter 4 Personality, affect, and organizational change: a qualitative study, in Wilfred J. Zerbe, Härtel Charmine E. J., Ashkanasy Neal M. (ed.) Emotions and Organizational Dynamism (Research on Emotion in Organizations, Volume 6), Emerald Group Publishing Limited, pp.85-112
DOI:	10.1108/S1746-9791(2010)0000006008 (Permanent URL)
Publisher:	Emerald Group Publishing Limited
Article type:	Chapter Item
Abstract:	Published studies of the relationships between personality, affect, and organizational change have been overwhelmingly quantitative, while clinical and psychodynamic approaches have seldom dealt with the context of organizational change. We used semistructured interviews to explore the “middle ground”, by researching how participants in change believed aspects of their personalities contributed to their responses, particularly on an affective level. We found that traits such as openness to experience, resilience, pragmatism, change self-efficacy, and locus of control influenced participants' perceptions of how they reacted to organizational change. The findings point to the important role that qualitative research into personality can play in improving understanding of emotional responses to organizational change.