Perceptions of change context in traffic management: an explorative study using expectancy theory
Ekendahl, Paulina LU
; Bäckström, Izabelle
LU
and Norrman, Andreas
LU
(2026)
In Transportation Research Interdisciplinary Perspectives
36.
- Abstract
- This study contributes to an increased understanding of how managers and employees perceive the change context in the field of traffic management, and what the behavioural implications are. Expectancy theory is adopted to explore how context influence the motivations of these actors. The findings reveals that motivation, being one contextual factor for change, is influenced by other contextual factors present on an individual, organisational and external level. Given that managers and employees often perceive these factors differently, and are therefore motivated by distinct drivers, effective change management should be tailored to reflect these diverse perspectives. To improve and align motivation for managers and employees in the change... (More)
- This study contributes to an increased understanding of how managers and employees perceive the change context in the field of traffic management, and what the behavioural implications are. Expectancy theory is adopted to explore how context influence the motivations of these actors. The findings reveals that motivation, being one contextual factor for change, is influenced by other contextual factors present on an individual, organisational and external level. Given that managers and employees often perceive these factors differently, and are therefore motivated by distinct drivers, effective change management should be tailored to reflect these diverse perspectives. To improve and align motivation for managers and employees in the change process, three propositions are suggested: (1) High expectancy is supported when project goals and scope align with project prevalence, and when adequate resources are perceived as available at the operational level. (2) High instrumentality requires that operative employees feel empowered to participate and be heard, while top-level managers and employees who lead project perceive the context as enabling leadership in changes. (3) High valence is achieved when the change is perceived as beneficial on all contextual levels (individual, organizational, and external). (Less)
Please use this url to cite or link to this publication:
https://lup.lub.lu.se/record/e008e345-d3d4-4bb0-b2ce-25359e477a56
- author
- Ekendahl, Paulina
LU
; Bäckström, Izabelle
LU
and Norrman, Andreas
LU
- organization
- publishing date
- 2026-02-07
- type
- Contribution to journal
- publication status
- published
- subject
- in
- Transportation Research Interdisciplinary Perspectives
- volume
- 36
- article number
- 101889
- pages
- 12 pages
- publisher
- Elsevier
- external identifiers
-
- scopus:105029378542
- ISSN
- 2590-1982
- DOI
- 10.1016/j.trip.2026.101889
- language
- English
- LU publication?
- yes
- id
- e008e345-d3d4-4bb0-b2ce-25359e477a56
- date added to LUP
- 2026-05-05 09:51:58
- date last changed
- 2026-06-02 10:08:48
@article{e008e345-d3d4-4bb0-b2ce-25359e477a56,
abstract = {{This study contributes to an increased understanding of how managers and employees perceive the change context in the field of traffic management, and what the behavioural implications are. Expectancy theory is adopted to explore how context influence the motivations of these actors. The findings reveals that motivation, being one contextual factor for change, is influenced by other contextual factors present on an individual, organisational and external level. Given that managers and employees often perceive these factors differently, and are therefore motivated by distinct drivers, effective change management should be tailored to reflect these diverse perspectives. To improve and align motivation for managers and employees in the change process, three propositions are suggested: (1) High expectancy is supported when project goals and scope align with project prevalence, and when adequate resources are perceived as available at the operational level. (2) High instrumentality requires that operative employees feel empowered to participate and be heard, while top-level managers and employees who lead project perceive the context as enabling leadership in changes. (3) High valence is achieved when the change is perceived as beneficial on all contextual levels (individual, organizational, and external).}},
author = {{Ekendahl, Paulina and Bäckström, Izabelle and Norrman, Andreas}},
issn = {{2590-1982}},
language = {{eng}},
month = {{02}},
publisher = {{Elsevier}},
series = {{Transportation Research Interdisciplinary Perspectives}},
title = {{Perceptions of change context in traffic management: an explorative study using expectancy theory}},
url = {{http://dx.doi.org/10.1016/j.trip.2026.101889}},
doi = {{10.1016/j.trip.2026.101889}},
volume = {{36}},
year = {{2026}},
}