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Article
Publication date: 17 June 2022

Tan Fee Yean, Fee Cheng Tan and Devika Nadarajah

Underpinned by Social Cognitive Theory (SCT), this study aimed to examine the mediating role of employees' adaptability in the relationship between the five managerial…

Abstract

Purpose

Underpinned by Social Cognitive Theory (SCT), this study aimed to examine the mediating role of employees' adaptability in the relationship between the five managerial climate factors (i.e., trust, supportiveness, openness, clarity of goals and participative) and change readiness in public sector organisations.

Design/methodology/approach

Adopting the quantitative approach, data were collected from 379 administrative and diplomatic officers. Analysis was done using partial least squares structural equation modelling (PLS-SEM).

Findings

The results showed that trust and clarity of goals are significant motivational factors that accelerate employees' adaptability. Adaptability, in turn, was found to mediate the effect of trust and clarity of goals on employees' change readiness.

Originality/value

This study contributes to theory and practice by examining employees' adaptability as an intervening variable in the relationship between managerial climate factors and change readiness with specific reference to the public administration context.

Details

International Journal of Public Sector Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0951-3558

Keywords

Book part
Publication date: 27 March 2007

Daniel T. Holt, Achilles A. Armenakis, Stanley G. Harris and Hubert S. Feild

Although the measurement of organizational readiness for change has been encouraged, measuring readiness for change poses a major empirical challenge. This is not because…

Abstract

Although the measurement of organizational readiness for change has been encouraged, measuring readiness for change poses a major empirical challenge. This is not because instruments designed to do this are not available. Researchers, consultants, and practitioners have published an array of instruments, suggesting that readiness can be measured from various perspectives and the concept of readiness has not been clearly defined. This paper reviews the history of the readiness concept, the perspectives used to assess readiness, and the psychometric properties of readiness instruments. Based on the review, an integrated definition of readiness is presented along with the implications of the definition for research and practice.

Details

Research in Organizational Change and Development
Type: Book
ISBN: 978-1-84950-425-6

Article
Publication date: 8 July 2014

Fariza Rusly, Peter Yih-Tong Sun and James L. Corner

The study aims to assess the influence of change readiness on the knowledge sharing process. This study proposes that readiness for knowledge sharing involves developing…

2391

Abstract

Purpose

The study aims to assess the influence of change readiness on the knowledge sharing process. This study proposes that readiness for knowledge sharing involves developing holistic understanding of the process through identification of individual and organisational readiness.

Design/methodology/approach

The study adopts a qualitative case study design involving three New Zealand professional service firms (PFSs). Using grounded theory analysis, categories and concepts of change readiness that shape the knowledge sharing process were identified. The linkages among these elements offer an explanation of how readiness for knowledge sharing is formed.

Findings

Findings show that beliefs regarding knowledge sharing and individual expertise determine individual readiness to share knowledge. Readiness for the process is escalated by instilling collective commitment for knowledge sharing. A conducive organisational context, which comprises communication, participation and learning, represents a firm’s capability to implement the knowledge sharing process. Findings also highlight the moderating influences of firm archetype, inter-profession differences and knowledge nature in the interplay between change readiness elements and the knowledge sharing process.

Research limitations/implications

Findings reveal elements that motivate readiness for knowledge sharing from a change perspective. The propositions and theoretical model offered could extend understanding of the phenomena and lead to further studies assessing readiness for other knowledge management processes. The study involves three PFSs; hence, interpretation of the findings is limited within the scope and context of the study.

Practical implications

Findings contribute to the formulation of firms’ knowledge sharing strategies by offering holistic insights into the importance of motivating readiness for knowledge sharing through consideration of multidimensional change readiness: individual and collective beliefs, individuals’ characteristics and organisational context.

Originality/value

It is the first empirical study that seeks to develop theory how change readiness elements influences knowledge sharing in the organisation. To offer more contextualised findings, the study focusses on the phenomena of change readiness and knowledge sharing within the professional service industry.

Details

Journal of Knowledge Management, vol. 18 no. 4
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 4 July 2018

Meryem Uluskan, John K. McCreery and Lori Rothenberg

Implementing new quality initiatives in organizations is challenging, as it requires managers and employees to adjust to new processes, methodologies and even mindsets…

1117

Abstract

Purpose

Implementing new quality initiatives in organizations is challenging, as it requires managers and employees to adjust to new processes, methodologies and even mindsets. The purpose of this study is to investigate the relationship between quality management (QM) practices and readiness for change due to implementing new quality initiatives such as lean, six sigma and to determine which dimensions of QM are more important to change efficacy and change commitment.

Design/methodology/approach

The issues are examined in this study through the analysis of survey data obtained from US textile and apparel industry managers by using factor analysis, stepwise regression to construct path model and structural equation modeling.

Findings

This study identifies change readiness measures which are specific for quality implementations and establishes two constructs, namely, change commitment and change efficacy. The results indicate that as good Employee Relations increase, the level of organizational change commitment increases. If employees are engaged and empowered to provide excellent quality, then it is more likely that they will be committed to change due to implementing future quality initiatives. Moreover, a direct relationship between Customer Relationship Management and change efficacy is found. Companies with a strong customer orientation are more able to implement the quality initiatives that matter to their markets.

Originality/value

This study is unique in investigating the empirical relationship between QM practices and the dimensions of readiness for change due to implementing new quality initiatives via data from various organizations. This study empirically contributes to the QM literature with change readiness antecedents in quality implementation setting.

Details

International Journal of Lean Six Sigma, vol. 9 no. 3
Type: Research Article
ISSN: 2040-4166

Keywords

Article
Publication date: 14 August 2018

Florian Hemme, Matthew T. Bowers and Janice S. Todd

The purpose of this paper is to analyze change process perceptions of public service employees and document how change readiness belief salience fluctuates and evolves…

Abstract

Purpose

The purpose of this paper is to analyze change process perceptions of public service employees and document how change readiness belief salience fluctuates and evolves throughout the implementation of a major organizational restructuring effort.

Design/methodology/approach

This research is a longitudinal multiple-case study of a major transformation initiative in a large North American public recreation organization. Over the course of 15 months, the authors conducted four rounds of personal interviews with 19 participants (65 interviews in total, each lasting 25–45 min). Additionally, the authors analyzed internal e-mail correspondence, memos, and meeting agendas, as well as external stakeholder communication. Finally, the primary researcher spent a significant amount of time collecting field notes while shadowing high-level managers and employees and attending meetings.

Findings

Overall, the authors documented a clear hierarchy of change readiness dimensions. The relative strength and temporal persistence of these dimensions can be traced back to various public organizing particularities. Moreover, the authors found that an initial focus on some readiness dimensions facilitated subsequent sensemaking processes whereas others hindered such engagement with the change project.

Research limitations/implications

This research is the first to empirically document temporal fluidity of change readiness dimensions and salience. Moreover, it offers a rare in-depth look at a changing public service organization.

Practical implications

This research helps change agents in developing tailored change messages and to better understand potential sources of frustration and resistance to change efforts.

Originality/value

No similar efforts exist to document the underlying dynamism of evolving change readiness perceptions.

Details

Journal of Organizational Change Management, vol. 31 no. 5
Type: Research Article
ISSN: 0953-4814

Keywords

Article
Publication date: 14 November 2016

Muhammad Kashif Imran, Chaudhry Abdul Rehman, Usman Aslam and Ahmad Raza Bilal

In recent times, progression of technology and growing demands of customers have substantially influenced the services sector to introduce fast real-time mechanisms for…

6290

Abstract

Purpose

In recent times, progression of technology and growing demands of customers have substantially influenced the services sector to introduce fast real-time mechanisms for providing up-to-mark services. To meet these requirements, organizations are going to change their end-user operating systems but success rate of change is very low. The purpose of this paper is to address one of the practitioners’ complaint “no one tells us how to do it” and uncovers the indirect effects of knowledge management (KM) strategies: personalization and codification, toward organizational change via organizational learning and change readiness. The current study also highlights how organizational learning and change readiness are helpful to reduce the detrimental effects of organizational change cynicism toward success of a change process.

Design/methodology/approach

Temporal research design is used to get the appropriate responses from the targeted population in two stages such as pre-change (Time-1) and post-change (Time-2). In cumulative, 206 responses have been obtained from the banking sector of Pakistan.

Findings

The results of the current study are very promising as it has been stated that KM strategies have an indirect effect on successful organizational change through organizational learning and change readiness. Moreover, change cynicism has a weakening effect on a change process and can be managed through effective learning orientation of employees and developing readiness for change in organizations.

Research limitations/implications

Change agents have to use an optimal mix of personalization and codification strategies to develop learning environment and readiness for change in organizations that are beneficial for implementing a change successfully. Moreover, change readiness and organizational learning in the context of change are equally beneficial to reduce organizational change cynicism as well.

Originality/value

This study is introducing a unique model to initiate a change with the help of KM strategies, organizational learning and readiness for change.

Details

Journal of Organizational Change Management, vol. 29 no. 7
Type: Research Article
ISSN: 0953-4814

Keywords

Article
Publication date: 11 March 2019

Denis Chênevert, Steven Kilroy and Janine Bosak

The purpose of this paper is to investigate the impact of role stressors (role ambiguity, role conflict and role overload) on change readiness and in turn their effects on…

1147

Abstract

Purpose

The purpose of this paper is to investigate the impact of role stressors (role ambiguity, role conflict and role overload) on change readiness and in turn their effects on the withdrawal process. In addition, it explores the moderating role of colleague support in the relationship between role stressors and change readiness.

Design/methodology/approach

Data were collected from health care workers (n=457) in a large Canadian hospital undergoing large scale change.

Findings

The results revealed that role ambiguity and role conflict had a significant negative association with change readiness. Change readiness was related to turnover intentions which was related to higher levels of absenteeism and actual turnover. Change readiness partially mediated the relationship between role ambiguity and turnover intentions but not for role conflict and role overload. Turnover intentions partially mediated the relationship between change readiness and actual turnover but not for absenteeism. Role conflict had a direct rather than an indirect effect via change readiness on turnover intentions. Finally, colleague support moderated the relationship between all three role stressors and change readiness.

Originality/value

Little is known about the limiting factors of change as well as the factors that protect against them. The authors identify role stressors as a limiting factor for change and highlight their impact on change readiness and the overall withdrawal process. The results, however, also show that some demands are more commonly experienced by health care workers thereby not posing a threat to their change readiness. Colleague support is identified as a coping mechanism for mitigating against the detrimental effects of role stressors.

Details

Journal of Organizational Change Management, vol. 32 no. 2
Type: Research Article
ISSN: 0953-4814

Keywords

Article
Publication date: 26 November 2021

Samar Rahi, Mahmoud Alghizzawi, Sajjad Ahmad, Mubbsher Munawar Khan and Abdul Hafaz Ngah

This study aims to gain insight into factors that impact employee readiness to change and organizational change management. Therefore, an integrative research model is…

Abstract

Purpose

This study aims to gain insight into factors that impact employee readiness to change and organizational change management. Therefore, an integrative research model is developed with the combination of perceived competence, perceived relatedness, perceived autonomy, codification strategy and personalization strategy to investigate employee readiness to change. The research model tests the mediating role of employee readiness to change between factors underpinned self-determination theory, knowledge management strategy and organizational change management. In addition to the moderating role of self-efficacy is examined between the relationship of employee readiness to change and organizational change implementation.

Design/methodology/approach

This research is conducted under a positive paradigm, and therefore, a quantitative research approach is incorporated to design a research strategy. The research model is empirically tested with a sample size of 361 employees working in commercial banks of Pakistan. For data analysis, the structural equation modelling approach is applied.

Findings

Empirical findings indicate that altogether perceived competence, perceived autonomy, perceived relatedness, codification and personalization strategies had explained 76.8% variance in employee readiness to change. The effect size analysis shows that codification strategy has the largest impact in determining employee readiness to change. Therefore, the relatedness of employee tasks stands at the second stage in determining employee readiness to change. The predictive relevance of the research model is computed through blindfolding procedure and revealed substantial predictive relevance in measuring employee readiness to change. The findings of the research confirmed that the relationship between employee readiness to change and organizational change implementation will be stronger when self-efficacy is higher.

Practical implications

The current research has several contributions to theory and practice. Theoretically, this research extends the self-determination theory with knowledge management strategy and enriches literature in employee readiness to change and organizational change management context. Practically, this research suggests that policymakers should focus on factors underpinned by self-determination theory and knowledge management model to develop a positive attitude among employees towards readiness to change. Similarly, self-efficacy is another important factor that moderates the relationship between readiness to change and change implementation and should be considered for managerial implication.

Originality/value

This research is significant as it integrates two unique models, namely, the self-determination framework and the knowledge management model to investigate employee readiness to change. In addition to that, the research model is extended with the moderating effect of self-efficacy between the relationship of employee readiness to change and organizational change implementation.

Details

International Journal of Ethics and Systems, vol. 38 no. 2
Type: Research Article
ISSN: 2514-9369

Keywords

Article
Publication date: 26 August 2021

John Thorley, Jose Arturo Garza-Reyes and Anthony Anosike

Over the last decade, circular economy (CE) has gathered interest from both industrialists and academics alike. Whilst CE research is widespread in such areas as supply…

Abstract

Purpose

Over the last decade, circular economy (CE) has gathered interest from both industrialists and academics alike. Whilst CE research is widespread in such areas as supply chain and larger organisations, there is limited research into how small to medium enterprises (SMEs) can prepare for adopting CE. There is no comprehensive readiness model for SMEs adopting CE. The purpose of this paper is to explore the literature on change readiness and generate knowledge to fill this gap by developing a conceptual model to measure change readiness for SMEs' adopting CE.

Design/methodology/approach

This study is based on a comprehensive literature review of change readiness models and frameworks. The paper reviews publications from Science Direct, Web of Science, Emerald, Scopus and Google Scholar. The readiness for change models and frameworks from the selected publications are evaluated and synthesised to develop a comprehensive conceptual model for change readiness for SMEs adopting a circular economy.

Findings

A readiness conceptual model is developed by incorporating several factors as precursors to readiness, i.e. individual/collective difference, structural, contextual factors and related barriers. Eleven factors make up the individual/collective difference. Three factors make up the structural and contextual factors.

Practical implications

This paper develops a conceptual model that can aid academics and practitioners in better understanding SMEs readiness to adopt CE.

Originality/value

This paper makes a unique contribution by proposing a comprehensive conceptual model of readiness for SMEs adopting CE.

Details

Benchmarking: An International Journal, vol. 29 no. 4
Type: Research Article
ISSN: 1463-5771

Keywords

Article
Publication date: 23 August 2021

M. Mahdi Moeini Gharagozloo, Chen Chen, Chen Chen and Farinaz Sabz Ali Pour

The purpose of this paper is to examine how a country’s change readiness impacts international mergers and acquisitions (M&A) capital flows on a national level toward host…

Abstract

Purpose

The purpose of this paper is to examine how a country’s change readiness impacts international mergers and acquisitions (M&A) capital flows on a national level toward host countries. The authors unpack the construct of change readiness and identify how its different dimensions impact international M&As (IMA). The authors provide a theoretical framework based on the resource-based view to facilitate an understanding of this concept.

Design/methodology/approach

The authors used a fixed-effect analysis to study a sample of 2,970 IMAs announced by publicly traded US companies during 2013–2017.

Findings

The authors propose that higher levels of change readiness would help foreign firms to cope with risks and uncertainties generated by the changes and shocks in the environment of a host country. The authors find support for their hypotheses showing that higher levels of change readiness increase the number of IMAs that a country receives every year. This characteristic of the host country shows a significant influence, especially in technology-intensive IMA flows.

Practical implications

This study provides implications for business executives and policymakers both in terms of risk mitigation strategies and investment attraction. Understanding the fact that when it comes to foreign investment in the form of IMAs business executives are aware of the importance of change readiness in host countries might lead to motivate the governments and host country officials to provide better infrastructure to boost the change readiness in their economy.

Originality/value

Overall, this study improves our knowledge about mechanisms through which change readiness of host countries might impact firms' strategies for international expansion. As we are indeed living in the era of global disruptions and strong shocks caused by political turmoil, climate change and the spread of new diseases, this study contributes to the literature on risk mitigation in international business and is one of the first to look closely at the role of host countries' change readiness and the effect it might have on attracting international M&As.

Details

Review of International Business and Strategy, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2059-6014

Keywords

1 – 10 of over 17000