The effects of perceived values-congruence on organisational change recipients’ beliefs

This study examines the impact values-congruence within an organisation has on employees' beliefs about a recently experienced organisational change and whether trust and the quality of communication mediate these relationships. An organisational behaviour typology was developed from the existing literature, and empirically tested. The intention was to extend values-congruence research by linking these concepts. The results of the analysis made a contribution to our understanding of the factors affecting organisational change implementation outcomes and suggested some important strategies managers can use when implementing a change process.