Abstract:
Behavioral support for change is expressed by employees' demonstration of support by going above what is formally required and exerting extra effort to go along with the spirit of the change. This research aims to examine the factors that influence behavioral support for organizational change in Ethiopian commercial banks. The study developed a comprehensive model to explain the mechanism of behavioral support for organizational change by employees, using social cognitive and affective event theories with additional exogenous construct, reward. Applying mixed-analytical approaches, including SEM and fsQCA, advances the knowledge of how employees motivate to support their behavior regarding the organizational change. The target population consists of Ethiopian commercial banks employees and 348 valid responses were retained for further analysis. In our findings, the SEM results reveal that change communication, personal valence, and reward influence employees' behavioral support for organizational change, the fsQCA results indicated that employee participation must always be combined in these variables. The findings suggested an alternative path that might serve as the basis for sustaining organizational change.
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