Co-development of psychological resilience and commitment to change during organizational transformation: a three-wave parallel-process latent growth modeling study.

The co-evolution of psychological resilience and commitment to change across the phases of an organizational transformation remains poorly understood, primarily because the available evidence draws almost exclusively on cross-sectional designs. To address this gap, the present study conducted a three-wave longitudinal survey of 1,263 employees in four Chinese manufacturing firms undergoing large-scale restructuring, collecting data at six-month intervals that spanned pre-implementation, active implementation, and early stabilization. Unconditional latent growth models revealed that resilience followed a nonlinear dip-and-rebound trajectory, affective commitment to change increased linearly, and continuance commitment remained essentially flat. A parallel-process latent growth model demonstrated that baseline resilience positively predicted the rate of affective commitment growth and that the slope factors of the two constructs covaried significantly, pointing to a co-developmental dynamic consistent with conservation of resources theory. Conditional models further indicated that perceived organizational support buffered resilience decline and change communication quality accelerated commitment growth, yet the cross-domain coupling persisted even after both covariates were taken into account. These findings deepen the temporal understanding of resource gain spirals during organizational change and suggest that phase-sensitive interventions targeting resilience support and strategic communication can jointly foster adaptive employee responses. By underpinning affective rather than merely continuance commitment, such interventions may also contribute to the sustainability of the change beyond formal implementation.