The extent to which attitudes toward organizational changes may be affected by contextual (other changes going on) and personal (self-efficacy) factors was investigated with a multilevel design involving 25 different changes. Even after aspects of the change itself were controlled, the interaction between the context and the individual difference explained significant variance in attitudes toward those specific changes. The positive relationship between self-efficacy and commitment to the change was stronger as the amount of simultaneous and overlapping change in the surroundings increased. The implications for research and practice are discussed.
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