Repetitive reorganizations, uncertainty and change fatigue

Abstract

Repetitive reorganizations cause change fatigue, which creates employee resistance to further organizational change. This paper investigates how such fatigue arises. The results show that uncertainty and workload are mediating factors. The effect of change fatigue is not moderated by the perceived success of the prior reorganization, participation in that process, or leadership characteristics. It is only slightly moderated by the satisfaction of employees about the communication during the prior organizational reorganization.