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Article
Publication date: 29 July 2022

Aswathy Sreenivasan and M. Suresh

The purpose of this paper is to “identify”, “analyze” and “construct” a framework to quantify the relationships between several determinants of organizational preparedness…

87

Abstract

Purpose

The purpose of this paper is to “identify”, “analyze” and “construct” a framework to quantify the relationships between several determinants of organizational preparedness for change in the start-ups during the COVID-19 emergencies.

Design/methodology/approach

Total interpretive structural modelling (TISM) is used to find characteristics that assist in analyzing the readiness or preparedness level before initiating a change deployment process in start-ups. A cross-impact matrix multiplication applied to classification (MICMAC) analysis is performed to determine the driving and dependent elements of change in start-ups.

Findings

From literature research and an expert interview, this study selected ten variables of change preparedness to explore inner interconnections and comprehend the inner connections factors. The findings depict that clarity of mission and goals, reward system, technological advancement and motivational readiness have been considered the most important readiness factor for deploying organizational change in start-ups during the COVID-19 emergencies.

Practical implications

This research will aid the management and researchers gain a better understanding of the factors that influence change preparedness. Constant observation of current changes in the start-ups and the external environment will aid in improving the quality of products or services provided by the start-ups during the COVID-19. The start-ups can use these criteria linked to change readiness. The priority of each element is determined using MICMAC analysis and ranking using the TISM technique, which assists start-ups in ordering the enablers from highest to lowest priority.

Originality/value

There is no research regarding factors influencing organizational readiness for change in start-ups during the COVID-19 emergencies. This research gap is filled by analyzing aspects linked to organizational readiness for change in start-ups. This gap inspired the present study, which uses the “Total Interpretive Structural Modelling (TISM)” technique to uncover change determinants and investigate hierarchical interconnections among factors influencing organizational readiness to change in start-ups during the COVID-19 emergencies.

Details

Journal of Modelling in Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1746-5664

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

Book part
Publication date: 26 November 2021

Helen M. Dah, Robert J. Blomme, Ad Kil and Ben Q. Honyenuga

This study focuses on the factors that determine the readiness of hotels to implement customer relationship management (CRM) in hotels within the context of Ghana. The…

Abstract

This study focuses on the factors that determine the readiness of hotels to implement customer relationship management (CRM) in hotels within the context of Ghana. The sample consisted of 292 employees (restaurant managers, customer service officers, customer relations' officers, and marketing managers) from 3- to 5-star hotels. The study adopted a quantitative deductive approach to collected data using cross-sectional survey, which was analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM). The findings revealed that management change initiatives and culture have significant impact on organizational readiness to implement CRM in hotels, specifically Ghana. Also, the organizational culture partly mediates management change initiatives and organizational readiness to implement CRM activities. On the other hand, use of technology proved not to mediate management change initiatives and organizational readiness as the relationship proved not to be significant. Also, culture and use of technology have not mediated management change initiatives and organizational readiness as the indirect path proved not to be significant. The outcomes have useful implications for CRM adoption by hotel managers.

Article
Publication date: 28 June 2022

Anggia Sari Lubis, Prihatin Lumbanraja, Yeni Absah and Amlys Syahputra Silalahi

The purpose of this paper is to analyze the influence of factors that affect human resource competency (HRC) 4.0, employee readiness for transformational change as well as…

Abstract

Purpose

The purpose of this paper is to analyze the influence of factors that affect human resource competency (HRC) 4.0, employee readiness for transformational change as well as analyzing the mediating and moderating factors that influence the relationship of factors such as soft skills training and individual characteristics on employee readiness for transformational change and HRC 4.0.

Design/methodology/approach

This research is a quantitative research with descriptive statistics. The analytical tool used is a structural equation model of partial least squares (PLS). This research was conducted at five Bank Indonesia Offices in Aceh and North Sumatra Provinces. Using a proportional random sampling technique, 200 respondents of employees were selected.

Findings

The results of this study are as follows: (1) both soft skill training and individual characteristics have a significant effect on HRC 4.0; (2) HRC 4.0, soft skill training and individual characteristic have a significant on employee readiness for transformational change; (3) soft skill training has significant effect on employee readiness for transformational change through HRC 4.0; (4) individual characteristic has a significant effect on employee readiness for transformational change through HRC 4.0; (5) the effect of HRC 4.0 on employee readiness for transformational change moderates by transformational leadership; (6) the effect of HRC 4.0 on employee readiness for transformational change moderates by employee commitment to change.

Originality/value

This research contains valuable novelty, which is a new concept of HRC 4.0 that is linked to soft skill training and individual characteristics variables, and employee readiness for transformational change. Furthermore, transformational leadership and employee commitment variables have significant effect in moderating the influence off HRC 4.0 on employee readiness for transformational change.

Details

Journal of Organizational Change Management, vol. 35 no. 4/5
Type: Research Article
ISSN: 0953-4814

Keywords

Article
Publication date: 3 May 2021

Anja Roemer, Anna Sutton and Oleg N. Medvedev

The coronavirus disease 2019 (COVID-19) pandemic has forced organisations to change the way they work to maintain viability, even though change is not always successfully…

1302

Abstract

Purpose

The coronavirus disease 2019 (COVID-19) pandemic has forced organisations to change the way they work to maintain viability, even though change is not always successfully implemented. Multiple scholars have identified employees' readiness for change as an important factor of successful organisational change, but research focussed on psychological factors that facilitate change readiness is scarce. The purpose of the present study was to investigate whether employee dispositional mindfulness contributes to readiness for change.

Design/methodology/approach

Employees (n = 301) from various industries in New Zealand participated in an online survey shortly after the local COVID-19 lockdown ended. The employees' levels of mindfulness, readiness for change, well-being and distress were assessed using well-validated psychometric scales. Multiple regression analyses tested the effect of mindfulness on readiness for change, with well-being and distress as moderating variables.

Findings

The results show that the effect of mindfulness on readiness for change is moderated by both well-being and distress. Mindfulness has a positive, significant effect on readiness for change when levels of well-being are high and levels of distress are low.

Practical implications

These findings have important implications for organisations who aim to promote readiness for change in their employees. Even though mindfulness has been shown to be beneficial, organisations also have to consider the mental states of their employees when managing change.

Originality/value

This study provides empirical evidence that dispositional mindfulness may facilitate the employees' readiness for change, but only when levels of well-being are high and distress are low.

Details

Journal of Organizational Change Management, vol. 34 no. 5
Type: Research Article
ISSN: 0953-4814

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: 6 May 2021

Nimitha Aboobaker and Zakkariya KA

In the emergent context of the digital transformation of learning processes, this study aims to examine the influence of students' digital learning orientation on their…

1021

Abstract

Purpose

In the emergent context of the digital transformation of learning processes, this study aims to examine the influence of students' digital learning orientation on their innovative behavior, mediated through readiness for change. Furthermore, we investigate how organizational learning culture moderates the aforementioned mediated relationship. From an educational sector stakeholders' perspective, elaborations are made on how the constructs will aid in facilitating and nurturing the sustainable development of educational organizations.

Design/methodology/approach

The respondents for this descriptive study were drawn from a student sample, who had taken up postgraduate courses in science and technology streams, in a prominent university in India. Self-reporting questionnaires were administered among the respondents, who were selected through random sampling. Measurement model analysis was done using IBM AMOS 21.0, and path analytic procedures using PROCESS 3.0 macro were used to test the proposed hypotheses.

Findings

The results revealed that digital learning orientation had a significant indirect effect on innovative work behavior, through readiness for change. Also, the conditional indirect effects of digital learning orientation on innovative work behavior, mediated through readiness for change, were influenced by organizational learning culture as the moderator, specifically when the levels of the moderator were low. At optimal levels of an organizational learning culture, digital learning orientation had a significant influence on innovative behavior, through higher readiness for change. However, beyond a certain threshold, organizational learning culture does not have a significant influence on predicting outcomes.

Originality/value

This study is pioneering in conceptualizing and testing a theoretical model linking digital learning orientation, organizational learning culture, readiness for change and innovative behavior. The study is relevant especially in the context of today's students being referred to as “digital natives,” and it, thus, becomes imperative to understand how the same can be translated into work outcomes. Educators are suggested to facilitate an organizational learning culture that is conducive to nurturing positive outcomes among digital native students. Efforts should be oriented toward undertaking teaching pedagogies that will include more of digital gadgets and technologies, enabling higher experiential learning.

Details

International Journal of Educational Management, vol. 35 no. 5
Type: Research Article
ISSN: 0951-354X

Keywords

Article
Publication date: 12 February 2018

Rajiv R. Thakur and Shalini Srivastava

The purpose of this paper is to explore the role of trust, perceived organizational support, and emotional attachment in bridging the gap between resistance and readiness

4138

Abstract

Purpose

The purpose of this paper is to explore the role of trust, perceived organizational support, and emotional attachment in bridging the gap between resistance and readiness to change.

Design/methodology/approach

A conceptual model including five constructs is developed. The questionnaire survey using the study variables readiness to change, trust, perceived organizational support, emotional attachment, and resistance to change was used in this study. Descriptive statistics and mediation regression analysis are used to test all hypotheses using the survey data of 276 middle-level managers.

Findings

The findings reflect how readiness to change reduces the impact of resistance to change during organizational change. Furthermore it also finds that how trust, perceived organizational support, and emotional attachment mediates the relationship between resistance and readiness and reduces the gap between the two.

Research limitations/implications

The findings in the study have made significant contribution to the literature especially on middle-level managers in the Indian context. There was a paucity of research done on the study variables. The mediating effects of the study variable have never been explored earlier and therefore make an immense contribution to the field of knowledge for practitioners and academicians.

Practical implications

The research results have many practical implications. It could be established that trust, perceived organizational support, and emotional attachment have a strong and positive association with the management of change. Linking of study variables during change is helpful for the top managers for better understanding during a major organizational change. Supporting the employees through human touch during change will lead to easier transition. Understanding of various dimensions that influence employee to readiness for organizational change is an important endeavor for organizational change.

Social implications

The research is of utmost significance for the top management as it can provide a better insight to understand and keep in mind the key aspects during organizational change in such a way that chances of resistance reduces to minimal. If the employees are contented by receiving support from their bosses, if there exists a mutual trust which increases emotional attachment, introducing change in the organization will be much easier for the management.

Originality/value

This research attempts to investigate how during times of turbulent change in an organization trust between the employees and their supervisor, perceived social support, and emotional attachment with the organization positively impact the change management process. The findings provide valuable insights for the top management to understand the psyche of its employees and provide them a human touch during the time of organizational change.

Details

Journal of Organizational Change Management, vol. 31 no. 1
Type: Research Article
ISSN: 0953-4814

Keywords

Article
Publication date: 12 October 2015

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

This study aims to show how change readiness shapes the knowledge acquisition process. The study elicits change readiness factors, at the individual and firm levels, that…

2884

Abstract

Purpose

This study aims to show how change readiness shapes the knowledge acquisition process. The study elicits change readiness factors, at the individual and firm levels, that influence the knowledge acquisition process and are based on the context of professional service firms.

Design/methodology/approach

The qualitative study is grounded in interpretive philosophy and adopts a multiple-case study design. Three New Zealand Professional Service firms were analyzed for this study. Using grounded theory analysis, categories and concepts of change readiness that shape knowledge acquisition were identified.

Findings

Knowledge acquisition understanding, knowledge acquisition context and individual differences, represent primary dimensions defining change readiness for the knowledge acquisition process. Finally, distinctive firm archetypes, inter-profession differences and professionals’ demography, affect the way change readiness elements shape the knowledge acquisition process in the firms studied.

Research limitations/implications

The study develops a theoretical model that shows how elements of change readiness, at the individual and organizational levels, influence knowledge acquisition. The study offers several propositions that could be tested in future studies. The study involves three professional service firms; hence, interpretation of the findings is limited.

Practical implications

A holistic understanding of change readiness factors that influence knowledge acquisition could mitigate failures of knowledge management processes in organizations.

Originality/value

It is the first empirical study that seeks to develop a theory on how change readiness elements influence knowledge acquisitions in the organization. To offer more contextualized findings, the study is done within the professional service industry.

Details

Journal of Knowledge Management, vol. 19 no. 6
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 21 September 2012

Frithjof Mueller, Gregor J. Jenny and Georg F. Bauer

A key prerequisite for successful change in organizations is to understand and develop the readiness for change of employees and of their organization. In order to…

1568

Abstract

Purpose

A key prerequisite for successful change in organizations is to understand and develop the readiness for change of employees and of their organization. In order to appropriately manage occupational and organizational health interventions, this paper aims to develop a health‐specific survey‐based measure assessing individual‐ and organizational‐level health‐oriented readiness for change.

Design/methodology/approach

A comprehensive longitudinal stress management intervention study in nine medium and large enterprises in Switzerland (n=3,703) formed the basis for subsequent validity and reliability analyses of the individual and organizational health‐oriented readiness for change measure.

Findings

The results show that health‐oriented readiness for change is a valid instrument for assessing the two subcomponents of current behavior and change commitment, both for the individual and organization as agents of change.

Originality/value

The change‐specific health‐oriented aspect, including the individual and the organization as agents of change seems to be plausible for a comprehensive assessment of employees’ readiness for change in health‐promoting change initiatives in organizations.

Details

International Journal of Workplace Health Management, vol. 5 no. 3
Type: Research Article
ISSN: 1753-8351

Keywords

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