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Drawing from uncertainty reduction theory and uncertainty management theory, the aim of the research is to investigate the influence of positive change orientation (i.e. change self-efficacy, positive attitudes toward change, perceived control) on the perceived change uncertainty and behavioral change support (i.e. compliance, cooperation and championing) relationship.

The paper hypothesizes that employees' positive change orientation partially mediates the relationship between perceived change uncertainty and behavioral change support. The research data were collected from employees and their supervisors in three sequential phases. The research model was tested with the use of Structural Equation Modeling.

The research findings suggest that employees' change self-efficacy and attitudes toward change partially mediates the negative relationship between perceived change uncertainty and behavioral change support.

The results support that change management practitioners will benefit significantly if they manage to influence their employees' positive change orientation as well as to decrease the perceived uncertainty to provoke change supportive behaviors. Relevant suggestions are made.

The originality of this study lies in the finding that employees' change self-efficacy as well as their attitudes toward change partially mediates the relationship between perceived change uncertainty and behavioral change support. Further, the research findings add to the uncertainty reduction theory and uncertainty management theory as well as other related notions.

The aim of the research is to investigate the influence of leadership on firm financial performance and to explore the mediating role of employees' readiness to change.

The paper hypothesizes that employees' readiness to change mediates the relationship between leadership and firm financial performance. A total of 213 employees of Greek shipping firms completed questionnaires examining their firms' leadership style and concurrently, their supervisors appraised their readiness to change. The research model was tested with the use of Structural Equation Modelling.

The research findings note the importance of leadership in fostering firm financial performance; they describe how each leadership style influences employees' readiness to change; as well as, they confirm that employee readiness mediates the relationship between leadership and firm financial performance. Theoretical and practical implications of these findings are analysed.

Given that the research was conducted during the severe Greek economic crisis, a time when employees' behaviour is highly influenced by distinctive and complex internal and external relationships, there is scope for further work to verify that the relationships identified in this study remain valid during periods when market conditions are more favourable.

The findings provide further support on the significance of employees' readiness to change and the paper suggests policies for its development.

The originality of this study lies in the finding that employees' readiness to change mediates the relationship between leadership and firm financial performance. Further, the study was carried out in Greek shipping industry that plays a vital role in the international shipping industry which is responsible for the carriage of around 90% of world trade.

The aim of the research is to investigate how managers' personal traits, emotions and attitudes shape their tolerance of ambiguity (TOA); and consequently, the influence of managers' ambiguity tolerance in organizations' financial performance.

Survey data were collected from 54 Greek banks. A total of 412 senor-level managers completed questionnaires examining TOA, personal traits, emotions and attitudes in the workplace. Principal components analysis and ordinary least-squares regressions were used to explore the hypotheses of the paper.

Three factors characterize managers' emotions in the workplace, namely pleasure, arousal and dominance; and, respectively, two factors their involvement, namely importance and interest. Further, locus of control, importance, job satisfaction, pleasure and organizational commitment critically affect managers' TOA, which, in turn, seems to influence positively organizations' profitability.

Further research is required in Greek banking industry regarding the influence of managers' emotional and cognitive attributes in organizations' financial performance. Likewise, this research should be expanded to other industries.

The findings provide further support on the significance of emotional and cognitive attitudes in the workplace; the paper suggests policies to enhance managers' TOA, and thus, organizations' profitability.

The originality of this study lies in the finding that emotional and cognitive characteristics affect managers' TOA, which, in turn, influences significantly organizations' profitability. Another significant contributing factor is that the study is carried out in Greece, where few studies have been conducted in this area.

The aim of this research is to investigate the influence of hybrid knowledge management in workers' productivity and tolerance of ambiguity.

The research was conducted before and after the implementation of the Communication and Knowledge Motivator (CKM) model in Hellenic Railways Organization (2004 and 2008). Survey data were collected from 352 workers. In the first phase (2004), workers' productivity, ambiguity tolerance and demographical characteristics were examined. In the second phase (2008), the same measurements were performed. Ordinary regressions (enter and stepwise) were used to explore the research hypotheses.

The paper finds that workers' productivity and tolerance of ambiguity is positively affected by the CKM model. Further, it confirms the significant influence of workers' ambiguity tolerance in their productivity, before and after the implementation of the CKM model.

Workers' productivity might be influenced by the Hawthorne effect or by other emotional/cognitive attitudes. There is no such earlier measurement in Greece to compare and appraise the research findings and overall, the CKM model. Further research needs to be conducted in the Greek public sector.

The research findings suggest that the CKM model affects positively workers' productivity and ambiguity tolerance. Additionally, they note that workers' tolerance of ambiguity affects significantly their productivity.

The originality of this study lies in the CKM model that may influence positively workers' productivity and ambiguity tolerance. The study was carried out in Greece where few relevant studies have been conducted.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

European researchers have investigated the influence of positive change orientation on perceived change uncertainty and behavioral change support at two large IT companies. The results of the study of employees and supervisors indicate that self-change efficacy and attitudes towards change partially mediate the negative relationship between perceived change uncertainty and behavioral change support.

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Both uncertainty reduction theory and uncertainty management theory suggest that uncertainty reduction during organizational change is imperative as it may influence positively employees’ attitudes and behaviors. By drawing on the theory of planned behavior that links individual’s beliefs and behavior, the study seeks to examine how employees’ self- and other-interest in change may reduce perceptions of change uncertainty and consequently, foster their behavioral change support (i.e. compliance, cooperation and championing).

The study hypothesizes that employees’ self- and other-interest in change mediate the relationship between perceptions of change uncertainty and behavioral change support. The research was conducted in two large IT companies co-located in a big science park in an EU country in South-eastern Europe. Data were collected from 105 employees and their supervisors in three sequential phases.

The research findings suggest that both self- and other-interest in change partially mediate the negative relationship between perceptions of change uncertainty and behavioral change support.

The findings indicate that change management practitioners will benefit considerably if they try to decrease employees’ perceived change uncertainty by increasing their self- and other-interest in change to provoke supportive behaviors. Relevant suggestions are made.

The findings provide new insights into how perceptions of change uncertainty and self- and other-interest in change can affect employees’ change participation. Further, the research findings add to the uncertainty reduction theory and uncertainty management theory as well as, other related notions.