Managers' interpretation of and reactions to large-scale organizational change that resulted in a new business unit strategy are examined in one firm. We find differences in the configuration of attitudes that predict support for the strategy, depending upon whether the employees gained or lost power and opportunity as a result of the change. Among “winners,” the strongest predictor of support for the new strategy was positive career expectations and current career satisfaction. Among “losers,” the strongest predictor was belief that people had been treated fairly during the change process.
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