Advanced Search

Journal Navigation

Journal Home

Subscriptions

Archive

Contact Us

Table of Contents

CiteULike is a free service for managing and discovering scholarly references - click here to get started.

Sign In to gain access to subscriptions and/or personal tools.
Journal of Hospitality & Tourism Research
This Article
Right arrow Full Text (PDF)
Right arrow All Versions of this Article:
1096348008321368v1
33/1/74    most recent
Right arrow References
Right arrow Alert me when this article is cited
Right arrow Alert me if a correction is posted
Right arrow Citation Map
Services
Right arrow Email this article to a friend
Right arrow Similar articles in this journal
Right arrow Alert me to new issues of the journal
Right arrow Add to Saved Citations
Right arrow Download to citation manager
Right arrowRequest Permissions
Right arrow Request Reprints
Right arrow Add to My Marked Citations
Citing Articles
Right arrow Citing Articles via Google Scholar
Right arrow Citing Articles via Scopus
Google Scholar
Right arrow Articles by Liu, W.-p.
Right arrow Articles by Man, D. C.
Right arrow Search for Related Content
Social Bookmarking
Add to CiteULike   Add to Complore   Add to Connotea   Add to Del.icio.us   Add to Digg   Add to Reddit   Add to Technorati   Add to Twitter  
What's this?

Individual Change Schemas, Core Discussion Network, and Participation in Change: an Exploratory Study of Macau Casino Employees

Wei-ping Liu

City University of Hong Kong, weiping{at}cityu.edu.hk

Steven S. Lui

University of New South Wales, steven.lui{at}unsw.edu.au

Derek C. Man

The University of Hong Kong, dman{at}business.hku.hk

Individuals'participation in organizational change is crucial to the success of a change initiative. We propose that such participation is based on three aspects of individual change schemas: change salience, change valence, and change inference. We further propose that the core discussion network of individuals may moderate the relationships between their change schemas and their participation in change. Using a sample of employees from a major casino operation in Macau, which suddenly faced intense competition after enjoying a 40-year monopoly, this study empirically examines how individuals' change schemas, participation in change, and core discussion network are related. The results support most of the hypotheses. Theoretical and managerial implications are discussed.

Key Words: change schema • core discussion network • organizational change

This version was published on February 1, 2009

Journal of Hospitality & Tourism Research, Vol. 33, No. 1, 74-92 (2009)
DOI: 10.1177/1096348008321368
Add to CiteULike CiteULike   Add to Complore Complore   Add to Connotea Connotea   Add to Del.icio.us Del.icio.us   Add to Digg Digg   Add to Reddit Reddit   Add to Technorati Technorati   Add to Twitter Twitter    What's this?