Second, our findings indicate that not only the level of experience but also the type
of experience matters for employee reactions. These findings contribute in explaining
the opposing effects of experience found in recent literature on experience and
reactions. Thornhill and Saunders (2003) reported that experience had both negative
and positive influences on change reactions and that change experienced employees
felt both more secure and became more resigned. Our study shows similar findings in
that employees can both develop capabilities for change and cynicism towards change.
We extend current insights by providing additional explanations for this dual picture.
Our findings point to the important role management plays in terms of planning and
organizing the change process and hence providing a familiar structure on the
activities that take place during implementation of change.