As labor forces, technologies, and various environmental factors continue to change, so too do sport organizations. As a result, considerable research has been devoted to understanding the change and development process. Recent reviews of this literature have demonstrated that theories used to study change are principally macro-focused and thus largely focuses on organizational and systems-level variables, such as institutional pressures for change, environmental factors, and various design factors. As an alternative perspective, researchers have begun to adopt a more micro-focus of change by examining the individuals within the organization and the psychological factors influencing change efforts. For example, some researchers have examined antecedents (i.e., personality) and outcomes (i.e., job performance, job satisfaction) associated with employees' coping with organizational change, while others found that lower levels of change acceptance were related to less job satisfaction and stronger turnover intentions. More recently, researchers have found validity evidence for a three-component model of commitment to change, as well as support for the linkage between commitment to change and subsequent behaviors associated with supporting change. The purpose of this study was to integrate and extend these studies by further considering the relationship between commitment to change and coping with change, as well as the relationship of these variables to organizational turnover intentions. It was hypothesized that affective and continuance commitment to change would be significantly associated with coping with change, albeit in different directions, and that coping with change would be negatively associated with turnover intentions. The relationship between normative commitment to change and turnover intentions was thought to be direct. Data were collected from 299 employees of 10 athletic departments undergoing significant organizational change. Results from structural equation modeling indicate that (a) the relationship between affective commitment to change and turnover intentions was fully mediated by coping with change, (b) the relationship between continuance commitment to change and turnover intentions was only partially mediated by coping with change, and (c) normative commitment to change had a direct impact on turnover intentions. The results point to the efficacy of considering the psychological aspects of organizational change and to the importance of the various commitments to change. Furthermore, the findings suggest that employees' coping behavior serves as an important antecedent to subsequent work outcomes. Implications for theory and practice are discussed. Keyword(s): administration/mgmt, college level issues, sport management