Psychological Contract Repair after Breach during Organizational Change
Psychological Contract Repair after Breach during Organizational Change

Summary/Abstract: Psychological contract breach during organizational transformation threatens trust, commitment, and performance. This integrative synthesis consolidates findings on mechanisms, boundary conditions, and outcomes of Psychological Contract Repair. Drawing on methodologically transparent publications from OECD contexts, it identifies perceived organizational support, transparent change communication, and transformational leadership as recurring levers. It also exposes a measurement gap between breach appraisal and active repair, which constrains causal inference. Repair is typically protracted and non-linear, with wave-like trajectories and limited durability (decay) unless reinforcement is sustained. Without sustained reinforcement, early gains in retention and performance attenuate, consistent with reciprocal resource loss dynamics. Overall, the findings challenge purely technocratic change models and underscore the need for longitudinal, intervention-focused research.

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