Motivational Transitions in Organizational Change: From Approach to Assertion Dynamics

Michaelsen & Esch (2023) argue that behavior change relies on approach motivation (wanting) initially, then transitions to assertion motivation (maintaining). Yet organizational change research (e.g., Hunter et al., 2025) ignores this temporal shift. I propose tracking employees during major changes (e.g., digital transformation) to measure whether approach motivation (driven by external rewards) predicts early adoption, while assertion motivation (intrinsic commitment) predicts long-term sustainment. Unlike Parveen & Alshehri’s (2023) static model of leadership → motivation → performance, this study would model motivation as a dynamic process. If validated, interventions could be timed: rewards for early adoption, then autonomy-building for maintenance. This bridges health neuroscience and OB, offering a novel lens on change management.

References:

1. Understanding health behavior change by motivation and reward mechanisms: a review of the literature. M. Michaelsen, T. Esch (2023). Frontiers in Behavioral Neuroscience.
2. Linking Transformational Leadership With Organizational Performance: A PLS-SEM Integrated Model Examining the Mediating Role OF Innovative Work Behavior And Motivation. M. Parveen, Mariam Alshehri (2023). International Journal of Organizational Leadership.
3. Applying expectancy theory of motivation and transtheoretical model of behavior change to mitigate employee resistance to organizational change in nonprofit organizations: A theoretical framework. Harry Hunter, Regardt J. Ferreira, Janice M. Prochaska (2025). Journal of Human Behavior in The Social Environment.