For about 21 years, Dr. Hatjidis was involved in project planning and implementation and management consulting for various business projects included in the 1st, 2nd, and 3rd European Support Framework of Greece dealing mainly with organizational transformations, strategic planning, and performance improvement. He is currently teaching management courses at the College of Business and Economics of the American University of Kuwait, Salmiya, Kuwait.
Numerous scholars have contributed to the discussion of tie quality in organizational networks. However, previous research on tie quality is characterized by its variance and subjectivity in approaching and interpreting the issue. This research further develops the extant theoretical knowledge base regarding tie quality and the way it affects an individual’s behavioral intention towards the favorable adoption of organizational change. The underlying theoretical basis of this research is that tie quality, which reflects the strength of a dyadic relationship, can be defined in a binary approach (Actor-centered and Relational) by five dimensions, namely, tangible, empathy, responsiveness, reliability, and assurance, existing in the SERVQUAL’S (Service Quality) TERRA (Tangible, Empathy, Responsiveness, Reliability, and Assurance) model (Zeithaml, Parasuraman, & Berry, 1990). Furthermore, the hypotheses of this research study were deepened in order to examine if employee-oriented aspects such as change readiness, organizational commitment, and job satisfaction would have a moderating effect on the relationship between tie quality and behavioral intention towards organizational change.
For the validation of the proposed hypotheses, a quantitative survey instrument was conducted in order to perform an empirical study. The survey was distributed to 100 hotel employees, who were hired by and who worked in six city hotels on a full-time basis in Thessaloniki, Greece, and who represented the hierarchy of employment levels (low, middle, and high) and all the major hotel departments (top management, administration, rooms division, sales and marketing, and food and beverage). The estimated results indicated different findings for each of the two approaches included in the conceptual model. On one hand, the Actor-centered approach revealed that tie
quality can positively affect the behavioral intention towards change. Apart from that change, readiness together with organizational commitment highlighted their supportive contribution by moderating the relationships between tie quality and behavioral intention towards the favorable adoption of organizational changes. On the other hand, the results derived from the statistical analysis based on the Relational approach demonstrated lack of a positive relationship between tie quality and behavioral intention as well as the futility of change readiness, organizational commitment, and job satisfaction to moderate this relationship. Nevertheless, additional findings illuminated the roles of job satisfaction in the Actor-centered approach and change readiness in the Relational approach as intervening variables of indirect effects between tie quality and behavioral intention towards the favorable adoption of organizational change.