Editing Organizational commitment (section)

== Shift to organizational ''change'' commitment ==
By the end of the 1990s, leaders did not find the value in understanding whether or not their people were more or less committed to the organization. It was particularly frustrating that leaders could see that people committed to the organization were not as committed to strategic change initiatives, the majority of which failed to live up to expectations.  John Meyer responded to this gap by proposing a model of organizational change commitment.<ref>{{cite journal
 | pmid = 12090605
| year = 2002
| last1 = Herscovitch
| first1 = L
| title = Commitment to organizational change: Extension of a three-component model
| journal = The Journal of Applied Psychology
| volume = 87
| issue = 3
| pages = 474–87
| last2 = Meyer
| first2 = J. P.
 | doi=10.1037/0021-9010.87.3.474
| s2cid = 35053387
}}</ref>  

The new model includes the same 3-components, but also includes a ''behavioral commitment'' scale: ''resistance'', ''passive resistance'', ''compliance'', ''cooperation'', and ''championing''.<ref>{{cite journal | doi = 10.1348/096317906X118685| title = Employee commitment and support for an organizational change: Test of the three-component model in two cultures| journal = Journal of Occupational and Organizational Psychology| volume = 80| issue = 2| pages = 185| year = 2007| last1 = Meyer | first1 = J. P. | last2 = Srinivas | first2 = E. S.| last3 = Lal | first3 = J. B. | last4 = Topolnytsky | first4 = L. }}</ref>  Though Meyer does not cite him, a peer reviewed source for behavioral commitment comes from Leon Coetsee in South Africa.<ref>{{cite journal | jstor = 40861780|title=From Resistance to Commitment|journal=Public Administration Quarterly|volume=23|issue=2|year=1999|pages= 204–222|first=Leon|last=Coetsee}}</ref>  Coetsee brought the resistance-to-commitment model<ref>{{cite web|url=http://www.changestudy.com/p/theory-base.html |title=Theory Base |publisher=Change Study |access-date=2014-06-27}}</ref> of ''Harvard'' consultant Arnold Judson<ref>{{cite book|last=Judson|first= A. |year=1966|title= A manager's guide to making changes|publisher= John Wiley & Sons|location= London|oclc=175064  |isbn=978-0-471-45285-0}}</ref> to academic research and has continued developing the model as late as 2011.<ref>{{cite book|url=https://books.google.com/books?id=c_NcAAAACAAJ|title=Peak Performance and Productivity: A Practical Guide for the Creation of a Motivating Climate|isbn=978-0-620-27261-2|last1=Coetsee|first1=Leon Dirk|year=2002|publisher=L.D. Coetsee }}</ref>