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Abstract:
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This study explored change implementation communication from a multifaceted (more than one at any particular time ) change perspective . It examined how employees make sense of and respond to the organizational coordination of multifaceted change efforts . The case of a merger provides the backdrop for which to understand the multiplicity and complexity of organizational change (both planned and unplanned ) and how the communicative organizational response to these overlapping and subsequent changes both complement and compete with the initially introduced change . This project was organized into two studies . The first explored the messages stakeholders recall receiving from implementers about multifaceted change . The second tested the relationships between change messages and specific individual and organizational change outcomes . Thematic analysis revealed that implementers used four different change messages . Statistical analysis revealed that multifaceted change messages create higher levels of change satisfaction , message quality , change liking , and organizational trust . Moreover , messages including information about the multiplicity (or magnitude ) produced the least degree of perceived deception , the greatest degree of coping efficacy , and higher degrees of organizational competency appraisals . |