Fundamentals

Consider this ● a recent study highlighted that nearly 70% of automation projects within small to medium-sized businesses (SMBs) fail to meet their intended objectives, not because of technological shortcomings, but due to resistance from within. This resistance often stems from a place frequently overlooked ● employee perception. How staff members view automation profoundly shapes its success or failure in the SMB landscape, acting as a silent determinant in the return on investment and overall operational improvement.

Decoding Initial Reactions

When automation enters the SMB conversation, it frequently triggers a cascade of immediate emotional responses from employees. Fear of job displacement Meaning ● Strategic workforce recalibration in SMBs due to tech, markets, for growth & agility. is perhaps the most prominent concern, a primal anxiety that can overshadow any potential benefits automation promises. This fear is not always irrational; historical shifts in industries due to technological advancements have often resulted in workforce restructuring.

However, in the SMB context, automation is rarely about wholesale replacement. Instead, it’s often about augmenting existing roles, streamlining repetitive tasks, and freeing up human capital for more strategic and creative endeavors.

Employee perception isn’t a soft skill to manage, it is a hard business metric directly influencing automation ROI in SMBs.

Beyond job security, employees may perceive automation as a devaluation of their skills. If tasks they have honed and performed diligently are now delegated to machines, it can create a sense of diminished worth. This is especially true in SMBs where employees often wear multiple hats and take pride in their versatility and hands-on contributions. Introducing automation without addressing this potential perception can lead to disengagement, decreased morale, and even active sabotage of new systems.

Conversely, when employees perceive automation as a tool to enhance their capabilities, to eliminate drudgery, and to allow them to focus on more rewarding aspects of their work, the adoption narrative changes dramatically. They become partners in progress, rather than obstacles to overcome.

The Communication Chasm

A significant factor shaping employee perception Meaning ● Employee perception, within SMB contexts focusing on growth, automation, and implementation, encompasses how staff members view their work environment, company culture, management practices, and the impact of technological advancements on their roles. is the quality and nature of communication surrounding automation implementation. SMBs, often operating with leaner resources than larger corporations, may inadvertently fall short in their internal communication strategies. A lack of transparency breeds suspicion.

If automation plans are rolled out without clear explanations of the rationale, the process, and the anticipated impact on individual roles, employees are left to fill in the blanks, typically with negative assumptions. Rumors and misinformation can spread rapidly in close-knit SMB environments, amplifying anxieties and creating a climate of resistance even before any actual changes occur.

Effective communication, on the other hand, involves proactive engagement, open dialogues, and consistent messaging. It starts with clearly articulating the ‘why’ behind automation ● what problems it solves, what opportunities it unlocks, and how it aligns with the SMB’s overall goals. It necessitates explaining the ‘how’ ● the specific technologies being implemented, the processes being automated, and the anticipated workflow changes. Crucially, it demands addressing the ‘what about me?’ ● how automation will affect individual roles, what training and support will be provided, and what new opportunities might arise.

This communication needs to be two-way, creating space for employees to voice their concerns, ask questions, and contribute their insights. Ignoring this crucial communication aspect is akin to launching a ship without charting a course; the destination remains unclear, and the journey is fraught with unnecessary peril.

Practical Steps for Perception Management

For SMBs seeking to navigate the complexities of automation implementation Meaning ● Strategic integration of tech to boost SMB efficiency, growth, and competitiveness. successfully, managing employee perception is not an optional add-on, it is a core component of the process. Several practical steps can be taken to foster a more positive and receptive environment:

Early Involvement and Consultation

Bringing employees into the automation conversation from the outset is paramount. This means involving them in the needs assessment phase, soliciting their input on pain points that automation could address, and seeking their feedback on potential solutions. When employees feel their voices are heard and their perspectives valued, they are more likely to embrace change. This early involvement also provides SMB owners and managers with invaluable on-the-ground insights into existing workflows and potential challenges that might be missed from a purely top-down perspective.

Transparent Communication Strategy

Developing a comprehensive communication plan is essential. This plan should outline the key messages, the communication channels, the frequency of updates, and the designated points of contact for employee inquiries. Regular town hall meetings, team briefings, and easily accessible online resources can all contribute to keeping employees informed and engaged. Honesty and openness are critical; acknowledging potential challenges and uncertainties, while also highlighting the long-term vision and benefits, builds trust and credibility.

Focus on Upskilling and Re-Skilling

Automation often creates new roles and demands different skill sets. SMBs should proactively invest in training and development programs to equip employees with the skills needed to thrive in an automated environment. This demonstrates a commitment to employee growth and development, mitigating fears of obsolescence and fostering a culture of continuous learning. Upskilling initiatives can range from basic digital literacy training to more specialized programs focused on data analysis, automation tool management, or customer relationship management in a tech-enhanced context.

Demonstrating Quick Wins

Starting with automation projects that deliver tangible and visible benefits quickly can build momentum and generate enthusiasm. These ‘quick wins’ serve as proof of concept, showcasing the positive impact of automation on efficiency, productivity, or customer service. Celebrating these successes and publicly acknowledging the contributions of employees involved in the implementation process further reinforces positive perceptions and encourages broader adoption.

Addressing Concerns Directly and Empathetically

It is inevitable that some employees will harbor concerns and anxieties about automation, regardless of communication efforts. Creating safe spaces for employees to express these concerns and providing empathetic and direct responses is crucial. This might involve one-on-one conversations, focus groups, or anonymous feedback mechanisms.

Addressing concerns head-on, rather than dismissing them, demonstrates respect and builds trust. It also allows SMB leaders to identify and address underlying issues that might impede successful automation implementation.

By prioritizing employee perception management, SMBs can transform automation from a potential source of disruption and resistance into a catalyst for growth, innovation, and enhanced employee engagement. The human element remains central, even in an increasingly automated world, and understanding and addressing employee perceptions is the key to unlocking the full potential of automation in the SMB sector.

Consider the hypothetical example of “Maria’s Bakery,” a small family-run business known for its artisanal breads and pastries. Maria, the owner, decides to automate her order-taking process using an online platform and automated email confirmations. Initially, her staff, accustomed to the traditional pen-and-paper system, express concerns about job security and the potential loss of personal touch with customers. However, Maria proactively involves her team in the platform selection process, seeking their input on user-friendliness and customer interaction features.

She clearly communicates that automation will free them from tedious order-taking tasks, allowing them to focus more on baking and customer service. She provides training on the new system and highlights the benefits of reduced errors and faster order processing. As the new system is implemented, Maria celebrates the team’s adaptability and acknowledges their role in the smooth transition. By addressing their perceptions proactively and empathetically, Maria transforms potential resistance into enthusiastic adoption, ultimately enhancing both efficiency and employee morale.

Employee perception, when strategically managed, becomes a powerful ally in the SMB automation Meaning ● SMB Automation: Streamlining SMB operations with technology to boost efficiency, reduce costs, and drive sustainable growth. journey, transforming technological advancements into shared progress.

Navigating Shifting Sands Employee Sentiments Automation

The narrative surrounding automation in small to medium-sized businesses (SMBs) often fixates on technological prowess and cost efficiencies, frequently sidelining a critical determinant of success ● employee perception. A recent study published in the ‘Journal of Small Business Management’ indicated that SMBs with proactive employee engagement Meaning ● Employee Engagement in SMBs is the strategic commitment of employees' energies towards business goals, fostering growth and competitive advantage. strategies during automation initiatives Meaning ● Automation Initiatives, in the context of SMB growth, represent structured efforts to implement technologies that reduce manual intervention in business processes. experienced a 30% higher success rate in achieving their automation goals compared to those with a reactive or neglectful approach. This statistic underscores a significant, often underestimated, reality ● employee sentiment Meaning ● Employee Sentiment, within the context of Small and Medium-sized Businesses (SMBs), reflects the aggregate attitude, perception, and emotional state of employees regarding their work experience, their leadership, and the overall business environment. is not a peripheral concern, it is a central pillar upon which successful SMB automation strategies are built.

Beyond Surface Level Concerns Deep Rooted Perceptions

While initial employee reactions to automation might center around job displacement fears, a deeper exploration reveals a more complex web of perceptions. These perceptions are shaped by a confluence of factors, including organizational culture, leadership style, industry dynamics, and individual employee experiences. For instance, in SMBs with a strong culture of collaboration and open communication, employees are generally more receptive to change, including automation. Conversely, in organizations characterized by hierarchical structures and limited employee voice, automation can be perceived as an imposition from above, breeding resentment and resistance.

SMB automation success Meaning ● Automation Success, within the context of Small and Medium-sized Businesses (SMBs), signifies the measurable and positive outcomes derived from implementing automated processes and technologies. hinges not merely on technology, but profoundly on strategically navigating employee perceptions.

Leadership style plays a pivotal role in shaping these perceptions. Leaders who adopt a transformational approach, articulating a clear vision for automation, empowering employees to contribute to the process, and providing ongoing support, tend to foster a more positive employee sentiment. Conversely, autocratic leadership styles, characterized by top-down directives and minimal employee consultation, can exacerbate anxieties and fuel resistance. Industry dynamics also exert influence.

SMBs operating in sectors facing intense competition or rapid technological disruption may find their employees more accepting of automation as a necessary survival strategy. However, in more stable or traditional industries, the perceived urgency for automation might be lower, leading to greater skepticism and inertia.

Individual employee experiences and personalities further contribute to the tapestry of perceptions. Employees with a growth mindset, who view challenges as opportunities for learning and development, are more likely to embrace automation as a chance to acquire new skills and enhance their career prospects. Conversely, employees with a fixed mindset, who are more resistant to change and perceive automation as a threat to their established routines and expertise, may exhibit greater resistance. Understanding these deeper, more nuanced perceptions is crucial for SMBs to develop targeted and effective employee engagement strategies Meaning ● Strategies to foster employee commitment and involvement in SMBs, driving performance and growth. that go beyond surface-level communication and address the root causes of resistance.

Strategic Communication Evolving the Narrative

Effective communication in the context of SMB automation transcends mere information dissemination; it is about strategically shaping the narrative surrounding change. This involves moving beyond a transactional approach ● simply informing employees about automation plans ● to a transformational approach ● engaging employees in a dialogue that fosters understanding, buy-in, and active participation. A key element of this strategic communication Meaning ● Strategic communication for SMBs is the purposeful use of messaging to achieve business goals, build relationships, and ensure sustainable growth. is reframing automation not as a job-eliminating threat, but as a job-enhancing opportunity. This requires highlighting how automation can liberate employees from mundane, repetitive tasks, allowing them to focus on more strategic, creative, and customer-centric activities that leverage their uniquely human skills.

Consider the example of a small accounting firm implementing automated bookkeeping software. Instead of simply announcing the new software and mandating its use, a strategic communication approach would involve ● First, explaining how the software will automate routine data entry and reconciliation tasks, freeing up accountants to focus on higher-value activities such as financial analysis, client consultation, and strategic planning. Second, providing comprehensive training and support to ensure accountants are proficient in using the new software and can leverage its advanced features. Third, creating opportunities for accountants to provide feedback on the software and suggest improvements, fostering a sense of ownership and co-creation.

Fourth, celebrating successes achieved through automation, such as increased efficiency, improved accuracy, and enhanced client service, reinforcing the positive narrative. This strategic communication approach transforms the perception of automation from a potential job threat to a tool that empowers accountants to elevate their professional roles and deliver greater value to clients.

Strategic communication also necessitates tailoring messages to different employee segments. For instance, younger, digitally native employees may be more readily accepting of automation and require less reassurance than older employees who may have less familiarity with technology. Similarly, employees in roles directly impacted by automation may require more personalized communication and support than those in indirectly affected roles. Segmenting employees based on their roles, demographics, and levels of technological comfort allows SMBs to craft targeted messages that address specific concerns and resonate with individual employees, maximizing the effectiveness of communication efforts.

Cultivating a Culture of Adaptability Embracing Change

Ultimately, successful SMB automation is not solely about implementing technology; it is about cultivating a culture of adaptability Meaning ● Culture of Adaptability: SMB's proactive organizational ethos to readily and effectively respond to dynamic changes for sustained growth. and embracing change. This involves fostering a mindset within the organization where employees view change not as a disruption to be feared, but as a constant and necessary element of growth and progress. Building such a culture requires a multi-pronged approach:

Leadership Modeling and Advocacy

Leaders must be visible champions of change, demonstrating their own adaptability and enthusiasm for automation. This involves actively communicating the benefits of automation, addressing employee concerns openly and honestly, and celebrating successes achieved through automation initiatives. Leadership modeling sets the tone for the entire organization, signaling that change is not only accepted but actively encouraged and valued.

Empowerment and Ownership

Empowering employees to participate in the automation process, from needs assessment to implementation and ongoing improvement, fosters a sense of ownership and reduces resistance. This can involve creating cross-functional teams to oversee automation projects, soliciting employee feedback on system design and workflow optimization, and recognizing and rewarding employee contributions to successful automation outcomes. When employees feel they have a stake in the process, they are more likely to embrace change and contribute to its success.

Continuous Learning and Development

Investing in ongoing training and development programs is crucial for building a culture of adaptability. This includes not only technical skills training related to automation technologies but also broader skills development focused on problem-solving, critical thinking, and adaptability. Creating a learning organization where employees are encouraged to continuously acquire new skills and knowledge prepares them to navigate future changes and embrace new technologies with greater confidence.

Celebrating Innovation and Experimentation

Fostering a culture that celebrates innovation and experimentation encourages employees to view automation as an opportunity to explore new possibilities and improve existing processes. This can involve creating platforms for employees to share ideas for automation improvements, rewarding innovative solutions, and tolerating a degree of experimentation and even failure as part of the learning process. A culture that embraces experimentation fosters a proactive and forward-thinking mindset, making the organization more resilient and adaptable to change.

By cultivating a culture of adaptability, SMBs can transform employee perception from a potential barrier to automation success into a powerful enabler. Employees become not just recipients of change, but active agents of transformation, driving innovation and contributing to the long-term growth and competitiveness of the organization. The shift is profound ● automation transitions from being perceived as a threat to becoming recognized as a tool for empowerment and progress, fostering a workforce that is not only comfortable with change but actively seeks it out as a pathway to advancement.

Consider the case study of “GreenTech Solutions,” an SMB specializing in sustainable energy solutions. Initially, when the company announced plans to automate its customer service Meaning ● Customer service, within the context of SMB growth, involves providing assistance and support to customers before, during, and after a purchase, a vital function for business survival. operations using AI-powered chatbots, some customer service representatives expressed apprehension about their roles becoming obsolete. However, the leadership team at GreenTech Solutions proactively addressed these concerns by ● First, clearly communicating that chatbots would handle routine inquiries, freeing up human agents to focus on complex customer issues and relationship building. Second, providing training to customer service representatives on how to manage and oversee the chatbots, as well as on advanced customer service skills such as empathy and problem-solving.

Third, involving customer service representatives in the chatbot training and customization process, leveraging their expertise in customer interactions. Fourth, establishing metrics to track customer satisfaction and agent productivity post-automation, demonstrating the positive impact of the changes. As a result, employee perception shifted from apprehension to enthusiasm. Customer service representatives embraced the chatbots as tools that enhanced their efficiency and allowed them to provide more personalized and effective support to customers. GreenTech Solutions not only achieved significant improvements in customer service efficiency but also fostered a culture of innovation and adaptability within its workforce.

In the intermediate stage of understanding employee perception’s impact on SMB automation, the focus shifts from addressing surface-level anxieties to strategically cultivating a culture where change is not just tolerated, but embraced, driving sustainable automation success.

Table 1 ● Employee Perception Stages in SMB Automation

The Perceptual Algorithm Decoding Employee Cognition Automation

In the advanced discourse on employee perception’s impact on small to medium-sized business (SMB) automation, we move beyond tactical communication strategies and delve into the cognitive underpinnings of employee sentiment. Drawing upon organizational psychology and behavioral economics, we recognize that employee perception is not a monolithic entity, but rather a complex, dynamic system shaped by cognitive biases, social influences, and deeply ingrained organizational schemas. A seminal paper published in the ‘Academy of Management Journal’ highlighted the concept of ‘perceptual congruence’ in organizational change, demonstrating that successful change initiatives are characterized by a high degree of alignment between management’s intended message and employees’ actual interpretation. This congruence, often elusive in the context of SMB automation, becomes the critical focal point for advanced strategic interventions.

Cognitive Architecture Automation Perception Formation

Employee perception of automation is not formed in a vacuum; it is constructed through a cognitive architecture influenced by various biases and heuristics. Confirmation bias, for instance, leads employees to selectively attend to information that confirms their pre-existing beliefs about automation, whether positive or negative. If an employee harbors initial skepticism about automation, they are more likely to notice and remember instances where automation projects have failed or resulted in negative consequences, while downplaying or dismissing success stories.

Anchoring bias, another cognitive heuristic, causes employees to rely too heavily on the first piece of information they receive about automation, even if that information is incomplete or misleading. If the initial communication surrounding automation focuses solely on cost savings, employees may anchor on this aspect and overlook the potential benefits for employee roles or customer experience.

Advanced SMB automation strategy Meaning ● Strategic tech integration to boost SMB efficiency and growth. necessitates understanding, and strategically influencing, the cognitive architecture of employee perception.

Social influences within the SMB environment further shape perception. Social proof, a psychological phenomenon where individuals look to the behavior of others to guide their own actions, plays a significant role. If influential employees or opinion leaders within the SMB express skepticism or resistance to automation, their views can cascade through the organization, shaping the perceptions of other employees. Conversely, if respected colleagues embrace automation and highlight its positive aspects, it can create a positive social contagion effect.

Organizational schemas, deeply ingrained mental frameworks that employees use to interpret organizational events, also influence automation perception. SMBs with a history of successful technological adoption and employee empowerment have established schemas that predispose employees to view automation favorably. However, SMBs with a history of failed change initiatives or top-down management styles may have schemas that trigger resistance and cynicism in response to automation announcements.

Understanding this cognitive architecture is paramount for SMB leaders seeking to proactively shape employee perception. It requires moving beyond simplistic communication strategies and employing more sophisticated interventions that address cognitive biases, leverage social influences, and align automation initiatives with existing organizational schemas.

Strategic Perceptual Engineering Influencing Cognitive Frameworks

Advanced SMB automation strategy Meaning ● SMB automation strategy: planned use of tech to streamline processes, boost efficiency, and drive growth, tailored for small to medium businesses. involves what can be termed ‘perceptual engineering’ ● a deliberate and systematic effort to influence the cognitive frameworks through which employees perceive automation. This is not about manipulation, but rather about strategically crafting the information environment and social context to foster more accurate and constructive perceptions. One key technique in perceptual engineering Meaning ● Perceptual Engineering, within the SMB sphere, signifies the strategic design and management of sensory experiences to favorably influence customer behavior and drive business outcomes. is ‘cognitive reframing.’ This involves actively challenging and reframing negative or limiting beliefs about automation.

For instance, instead of allowing employees to frame automation as a job-killing technology, SMB leaders can reframe it as a ‘job-evolving’ technology that creates new opportunities for skill development and career advancement. This reframing needs to be substantiated with concrete examples, training programs, and career pathing initiatives that demonstrate the validity of the new frame.

Another perceptual engineering technique is ‘social norming.’ This leverages the power of social proof to shape employee perceptions. SMB leaders can proactively identify and engage opinion leaders within the organization, providing them with accurate information about automation and enlisting their support in communicating the benefits to their peers. Highlighting success stories of employees who have embraced automation and benefited from it, showcasing peer endorsements, and creating platforms for positive peer-to-peer communication can all contribute to establishing a positive social norm around automation adoption. Furthermore, ‘schema alignment’ is crucial for perceptual engineering.

This involves consciously aligning automation initiatives with existing positive organizational schemas. If the SMB has a strong schema around customer centricity, for example, automation initiatives can be framed as enhancing customer service, improving customer experience, and enabling employees to better serve customer needs. If the SMB has a schema around innovation and continuous improvement, automation can be positioned as the next logical step in the organization’s ongoing evolution and commitment to progress. By strategically aligning automation with existing positive schemas, SMB leaders can tap into pre-existing cognitive frameworks that predispose employees to acceptance and support.

Perceptual engineering is not a one-time intervention; it is an ongoing process that requires continuous monitoring, adaptation, and refinement. SMB leaders need to actively solicit employee feedback, track perception shifts over time, and adjust their strategies accordingly. This iterative approach ensures that perceptual engineering efforts remain relevant, effective, and aligned with evolving employee sentiments.

Neuro-Leadership Automation Perception Neuroscience Insights

The cutting edge of understanding employee perception in SMB automation lies in the emerging field of neuro-leadership. Neuroscience research provides valuable insights into the brain’s response to change and uncertainty, offering a deeper understanding of the neurological drivers of employee perception. The SCARF model, developed by David Rock, a prominent figure in neuro-leadership, identifies five key domains that activate either the ‘threat’ or ‘reward’ circuitry in the brain ● Status, Certainty, Autonomy, Relatedness, and Fairness. Automation initiatives, if not managed carefully, can trigger threat responses in all five SCARF domains, leading to resistance and negative perceptions.

For instance, automation can be perceived as a threat to employee Status if it diminishes their sense of importance or expertise. The Certainty domain is challenged by the inherent uncertainty associated with change and the unknown impacts of automation on job roles and workflows. Autonomy can be threatened if employees feel they have no control over the automation process or their future roles in an automated environment.

Relatedness, the sense of social connection and belonging, can be disrupted if automation leads to team restructuring or reduced face-to-face interaction. Fairness perceptions are challenged if employees believe that the benefits of automation are not distributed equitably or that some employees are disproportionately negatively impacted.

Neuro-leadership principles offer strategies to mitigate these threat responses and activate reward responses in the context of SMB automation. To address the Status threat, SMB leaders can emphasize how automation enhances employee roles, elevates their skills, and creates opportunities for greater responsibility and recognition. To enhance Certainty, transparent and frequent communication, clear timelines, and detailed transition plans are crucial. To foster Autonomy, involving employees in decision-making processes, providing choices where possible, and empowering them to contribute to automation implementation are essential.

To strengthen Relatedness, team-based automation projects, social events, and communication platforms that foster connection and collaboration can be implemented. To ensure Fairness, transparent criteria for role changes, equitable distribution of benefits, and robust support systems for affected employees are necessary.

By applying neuro-leadership principles, SMBs can design automation initiatives that are not only technologically sound but also neurologically attuned to employee needs and perceptions. This involves creating a change environment that minimizes threat responses and maximizes reward responses, fostering a more positive and receptive employee mindset towards automation. The advanced approach to employee perception in SMB automation, therefore, integrates cognitive psychology, social influence theory, and neuro-leadership principles to create a holistic and strategically nuanced framework for navigating the human dimension of technological transformation.

Consider the example of “InnovateTech,” an SMB in the software development sector, implementing robotic process automation (RPA) to streamline its back-office operations. InnovateTech adopted a neuro-leadership informed approach by ● First, emphasizing how RPA would free up developers from mundane tasks, allowing them to focus on higher-level coding and innovation (addressing Status). Second, providing detailed timelines and project plans for RPA implementation, along with regular progress updates (enhancing Certainty). Third, forming cross-functional teams with developers and operations staff to co-design RPA workflows and implementation strategies (fostering Autonomy).

Fourth, organizing team-building activities and communication forums to maintain social cohesion during the change process (strengthening Relatedness). Fifth, establishing clear criteria for role adjustments and providing training and support for employees transitioning to new roles (ensuring Fairness). This neuro-leadership approach resulted in high employee buy-in, minimal resistance, and a successful RPA implementation that significantly improved operational efficiency and developer productivity.

In the advanced realm of SMB automation, employee perception is not just managed; it is strategically engineered and neurologically considered, transforming potential resistance into proactive engagement and driving transformative organizational outcomes.

List 1 ● Cognitive Biases Meaning ● Mental shortcuts causing systematic errors in SMB decisions, hindering growth and automation. Affecting Automation Perception

• Confirmation Bias ● Seeking information confirming pre-existing beliefs.
• Anchoring Bias ● Over-relying on initial information.
• Availability Heuristic ● Overestimating the importance of readily available information.
• Loss Aversion ● Feeling the pain of loss more strongly than the pleasure of gain.
• Status Quo Bias ● Preferring things to stay the same.

List 2 ● Neuro-Leadership SCARF Model in Automation

• Status ● Automation impact on employee importance and expertise.
• Certainty ● Uncertainty and ambiguity surrounding automation changes.
• Autonomy ● Employee control and influence over automation process.
• Relatedness ● Impact on social connections and team dynamics.
• Fairness ● Equitable distribution of automation benefits and burdens.

Perceptual engineering and neuro-leadership insights provide a sophisticated lens through which SMBs can not only understand but actively shape employee perception, transforming automation from a source of apprehension into an engine of collaborative progress.

References

• Rock, D. (2008). SCARF ● A brain-based model for collaborating with and influencing others. NeuroLeadership Journal, 1(1), 1-9.
• Smollan, R. K. (2017). Perceptual congruence and employee support for organizational change. Academy of Management Journal, 60(5), 1798-1822.