Objective - This study aims to examine the effects of perception on technological change, leadership change and structural change towards students' emotions; and to analyze the mediating effect of experience on perception towards emotion resulting from organizational changes. Using the Theory of Emotional Contagion (Hatfield, Cacioppo & Rapson, 1993), organizational change can produce a number of positive and negative emotional responses that can be transferred to others.

Methodology/Technique - The study employs the quantitative research design using the survey method with the self-administered questionnaire. A total of 223 respondents were identified among the undergraduate students at a faculty in a public university who have faced organizational changes (technological, leadership and structural).

Findings - The results reveal that perceptions of technology, leadership and structural changes are found to have moderate effects on students' emotions. However, experiences of change partially mediate students' emotion and perception of technological, leadership and structural changes. Experience with organizational changes affects students' emotions badly.

Novelty - The implications of the Emotional Contagion Theory holds true for organizational changes as the hypotheses are supported. Students' emotions are equally important to be considered before applying any change to any academic institution.

Type of Paper: Empirical.

Keywords: Emotional Contagion Theory; Emotional Effect; Leadership Change; Structural Change; Technological Change.

JEL Classification: I21, O33.