Individuals'participation in organizational change is crucial to the success of a change initiative. We propose that such participation is based on three aspects of individual change schemas: change salience, change valence, and change inference. We further propose that the core discussion network of individuals may moderate the relationships between their change schemas and their participation in change. Using a sample of employees from a major casino operation in Macau, which suddenly faced intense competition after enjoying a 40-year monopoly, this study empirically examines how individuals' change schemas, participation in change, and core discussion network are related. The results support most of the hypotheses. Theoretical and managerial implications are discussed.
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