ABSTRACT
Prior research suggests that individuals’ bottom-up initiatives are effective in developing support for change, yet it lacks empirical validation in the context of public organizations. Building on the job demands-resources theory (JD-R), this study examines the process that contributes to translating one’s positive behavioral enactment and support for change, particularly in public organizations. The findings are theoretically and practically significant, providing fresh insights into the behavioral mechanisms involved in the cultivation of support for change in public organizations.
Keywords:
organizational change; change-efficacy; job crafting; bureaucratic context; behavioral support for change.
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