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Development of a measure to assess organizational change

Leslie T. Szamosi (City Liberal Studies, (Affiliated Institution of The University of Sheffield), Thessaloniki, Greece)
Linda Duxbury (Eric Sprott School of Business, Carleton University, Ottawa, Canada)

Journal of Organizational Change Management

ISSN: 0953-4814

Article publication date: 1 April 2002



Discusses the use of the act frequency approach methodology to develop and validate a measure of organizational support of revolutionary change. A total of nine unique behaviors, describing three constructs, were viewed by employees as supportive of revolutionary change; and 12 unique behaviors, describing two constructs, were perceived as being non‐supportive of revolutionary change. The measures developed were found to have high internal reliability. The measures were also found to be highly correlated with relevant individual and organizational outcome measures. These results provide empirical support for the idea that how an organization supports revolutionary change can have an impact on both the organization and its employees and that contextual variable may not influence perceptions.



Szamosi, L.T. and Duxbury, L. (2002), "Development of a measure to assess organizational change", Journal of Organizational Change Management, Vol. 15 No. 2, pp. 184-201.




Copyright © 2002, MCB UP Limited

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