The relationship between organizational trust, resistance to change and adaptive and proactive employees' agility in an unplanned and planned change context

Abstract Modern organizations need to adapt quickly on‐going changes. The present study sought examine employees' agility during periods of sudden, unplanned, and planned change. It was investigated what extent one's trust in the organization resistance change could predict proactive adaptive agility. Data came from employees ( N = 188) two different organizations, one undergoing an unplanned a In both contexts, organizational had negative relationship with context (organization one), positive effect on component through (negative) mediation by affective this context, did not have any (mediated) contrast, two), agility, partially also These results imply that works ways depending type More less implies better adaptation directly enhance employee proactivity adaptability