Do high-performance work practices promote an individual′s readiness and commitment to change? The moderating role of adaptive leadership

Purpose - Utilizing the social cognitive theory, this study aims to suggest that organizations that promote high-performance work practices (HPWPs) are instrumental in fostering an individual ' s affective commitment to change through the explanatory process of an individual ' s readiness to change. In addition, high adaptive leadership would also strengthen HPWPs and readiness to change relationships. Design/methodology/approach - This study tested the hypotheses using a temporally segregated research design across three time waves (n 5 337). Findings - This study found support for the direct, mediating, moderating and mod-med hypotheses. The results of this study corroborate that a high adaptive leadership and an organization implementing HPWPs set the stage for creating an individual ' s affective commitment to change via their readiness to change. Originality/value - The current study integrates the change management, leadership and HRM literature by suggesting a unique mechanism and boundary conditions that advance research and practice in an individual ' s willingness and acceptance to change. Based on the study ' s findings, the authors suggest theoretical and practical implications for research and practice.