Document Type


Publication Date



This paper integrates field theory with a social network perspective to show that perceptions of the quality of the organization's change communication become collectively shared in friend groups, and that these collective perceptions positively influence collective job performance in those friend groups. Findings from two studies show that these collective perceptions influence collective performance both directly and by interacting with change history in friend groups. The results extend theory by highlighting the importance of friendships as a mechanism for change recipient reactions becoming collectively shared. The findings further suggest that collective histories and communication perceptions play a vital role in collective job performance during change. Practical implications and directions for future research are also discussed.

Copyright Statement

This is the peer reviewed version of the following article:

Vardaman, J.M., Maher, L.P., Sterling, C.M., Allen, D. G., & Dhaenens, A.J. (2023). Collective Friend Group Reactions to Organizational Change: A Field Theory Approach. Journal of Organizational Behavior, 44(7), 1094-1108,

which has been published in final form at This article may be used for non-commercial purposes in accordance with Wiley Terms and Conditions for Use of Self-Archived Versions. This article may not be enhanced, enriched or otherwise transformed into a derivative work, without express permission from Wiley or by statutory rights under applicable legislation. Copyright notices must not be removed, obscured or modified. The article must be linked to Wiley’s version of record on Wiley Online Library and any embedding, framing or otherwise making available the article or pages thereof by third parties from platforms, services and websites other than Wiley Online Library must be prohibited.

Available for download on Monday, September 01, 2025