LEVERAGING DEMANDS AND RESOURCES TO CULTIVATE SUPPORT FOR CHANGE: AN INTEGRATIVE PERSPECTIVE

ABSTRACT Prior research suggests that individuals’ bottom-up initiatives are effective in developing support for change, yet it lacks empirical validation in the context of public organizations. Building on the job demands-resources theory (JD-R), this study examines the process that contributes to translating one’s positive behavioral enactment and support for change, particularly in public organizations. The findings are theoretically and practically significant, providing fresh insights into the behavioral mechanisms involved in the cultivation of support for change in public organizations.

摘要 过往研究表明，个体自下而上的倡议在推动变革支持方面成效显著，但此类研究尚未在公共组织语境中得到实证验证。本研究基于工作要求-资源理论（Job Demands-Resources Theory, JD-R），聚焦公共组织场景，探究能够转化个体积极行为表现与变革支持的作用路径。本研究结果兼具理论与实践价值，为厘清公共组织中变革支持培育所涉及的行为机制提供了全新视角。