Exploring Types of Organizational Change and Differential Effects on Employee Well-Being and Personal Development

Joris Van Ruysseveldt, Karen van Dam, Hans De Witte, Irina Nikolova

Research output: Chapter in Book/Report/Conference proceedingChapterAcademic


Past decades have shown an increase in research into employee responses to organizational change (OC). However, little attention has been paid to the impact of the type of change. Different types of change are likely to affect change recipients’ learning and well-being in a different way. Our study aimed to identify OC types and investigate whether these are differentially associated with employee responses. Exploring OC types, two dimensions were distinguished and combined: a qualitative axis representing the prevalence of innovation; and a quantitative axis distinguishing between growth and decline. In a representative sample of private sector employees from a longitudinal survey, cluster analyses identified six OC types. We investigated whether these OC types are differentially associated with active workplace learning and emotional exhaustion. Results indicated that active learning is stimulated by OC types characterized by innovation/growth, while OC types characterized by decline and restructuring without innovation are associated with higher emotional exhaustion. In conclusion, various OC types revealed differential effects on employee personal development and well-being.
Original languageEnglish
Title of host publicationThe Psychology of Organizational Change
Subtitle of host publicationNew Insights on the Antecedents and Consequences on the Individual's Responses to Change
EditorsShaul Oreg, Alexandra Michel, Rune Todnem By
PublisherCambridge University Press
ISBN (Electronic)9781009086721
Publication statusPublished - 2023


  • types of organizational change
  • innovation
  • restructuring
  • downsizing
  • wellbeing
  • emotional exhaustion
  • personal development
  • active learning
  • workplace learning
  • employee change reactions


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