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Although change is a necessary part of organisational life, achieving a successful change is complex. Change readiness is a critical element in successful change implementation, yet studies assessing change readiness as an underlying mechanism in the link between organisational-level factors and successful change implementation are scarce, particularly in the African context. Accordingly, the present study examined the extent to which change readiness mediates the link between learning organisation and successful change implementation in the Ghanaian context.

The study utilized a standardized questionnaire to collect data from 364 participants, working in public and private universities in Ghana. The participants were selected via the convenience sampling strategy to complete the survey on the main variables at a single point in time. The study was purely quantitative, as path analysis – a form of structural equation modelling was employed to test the hypothesized relationships in the study.

The results show that both learning organisation and change readiness facilitated successful change implementation. Finally, it was observed that change readiness served as an important mediating mechanism in the link between learning organisation and successful change implementation.

Change readiness was found to explain the link between learning organisation and successful change implementation. Thus, it is important that managers and leaders of public and private sector educational institutions in Ghana invest resources into preparing and getting employees to accept, be committed to and ready for change.

The present study contributes to the scarce knowledge of the mediating role of change readiness in the link between learning organisation and successful change implementation in the African context.

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.

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

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.

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.

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.

The mergers and acquisitions impact the firm’s marketing strategy to target the potential market. To compete with conventional banks, Shariah banks have accommodated financial technology (Fintech) and digitalisation to retain existing customers and attract potential customers. Furthermore, this study aims to analyse the role of organisational trust and commitment in mediating the effect of perceived organisational support and managers’ perceptions of the readiness for Shariah-compliant Fintech adoption.

To obtain information, 115 managers from Shariah bank in Indonesia were surveyed. The data were then analysed using PLS-SEM with SmartPLS software.

Perceived organisational support became crucial in improving readiness to adopt the digitalisation initiative and adhere to Shariah norms. Moreover, organisational trust and commitment fully mediated the effect of perceived organisational support and manager’s readiness to change towards Shariah digital bank.

Adopting Fintech and its services can offer better value to customers. Digital technology has supported the merger acquisition of Shariah bank to reduce operational costs and improve productivity and service quality. The Fintech adoption in Shariah banks needs to align with a marketing strategy that can add value, offer efficient services and ensure that all transactions are safe, transparent and Riba-free (interest charged on financial transactions).

From Shariah bank’s perspective, the role of organisational support in Fintech adoption is limited, and there is a lack of studies investigating managers’ readiness to change in post-merger and acquisitions. This study sheds new light on how Shariah banks must offer Fintech services and adopt digital technology to remain relevant and competitive. This study provides evidence of Shariah-compliant bank readiness and organisational support and commitment enablers using two mediating mechanisms. Properly adopting Fintech can provide superior service and Shariah-compliant banking services.

This paper aims to identify, analyze and categorize the major readiness factors for implementing Lean Six Sigma (LSS) in health-care organizations using total interpretive structural modelling technique. The readiness factors are identified would help the managers to recognize the areas that lack and provide importance to the successful implementation of LSS in those areas. The paper further intends to understand the hierarchical interrelationships among the readiness factors identified using dependence and driving power.

In total, 16 readiness factors are identified from the literature review and expert opinions are collected from hospitals. The scheduled interview is conducted based on a questionnaire survey in hospitals in the Indian context to identify the relevance of the relations among the readiness factors. The expert opinions are used in the initial reachability matrix and interpretative interaction matrix. Matrix impact cross multiplication applied to classification (MICMAC) analysis uses dependence and driving power to understand the hierarchical relationship among the readiness factors identified.

The result indicates that customer-oriented and goal management cultures are the key readiness factors for LSS. The execution technique and training are given according to the current demand of customers and goal change of organization. The manager needs to concentrate more on readiness factors to formulate the execution process of LSS for continuous improvement of the health-care organization. The readiness level helps the manager to identify the target area for LSS execution.

This research focuses mainly on readiness factors for the implementation of LSS in the health-care industry.

This study would be useful for researchers and practitioners to understand the readiness factors before starting the implementation process of LSS.

Many research studies are being done on the success and failure rate of implementation of factors. The present study identifies the readiness factors related to LSS, especially for the health-care industry.

Utilizing the social cognitive theory, this study aims to suggest that organizations that promote high-performance work practices (HPWPs) are instrumental in fostering an individual's affective commitment to change through the explanatory process of an individual's readiness to change. In addition, high adaptive leadership would also strengthen HPWPs and readiness to change relationships.

This study tested the hypotheses using a temporally segregated research design across three time waves (n = 337).

This study found support for the direct, mediating, moderating and mod-med hypotheses. The results of this study corroborate that a high adaptive leadership and an organization implementing HPWPs set the stage for creating an individual's affective commitment to change via their readiness to change.

The current study integrates the change management, leadership and HRM literature by suggesting a unique mechanism and boundary conditions that advance research and practice in an individual's willingness and acceptance to change. Based on the study's findings, the authors suggest theoretical and practical implications for research and practice.

This paper aims to examine empirically, within the context of the public sector, in what way the overall quality perception of an individual’s network relationships at work affect the psychological condition known as change readiness. Moreover, the research examines whether tacit knowledge and organizational climate can have indirect effects on the relationship between universal network quality perception and change readiness.

The data were collected through a self-reported survey from 105 individuals employed on a full-time basis by the government sector in Abu Dhabi, UAE. Using regression and mediation analysis, three hypotheses are tested relating to the direct effect of universal network quality perception and change readiness, accompanied by the indirect effects of tacit knowledge and organizational climate on the preceding relationship.

The results emanated from statistical analysis show that universal network quality perception has a positive association with change readiness, and tacit knowledge and organizational climate mediate significantly the relationship between the universal network quality perception and change readiness.

Considering the nature of the study, conclusions with regard to causality might not be that strong as the findings relevant to the dependent variable represented by change readiness are not based on longitudinal research and the sample comprises only local people with similar cultural background. Therefore, study conclusions may not be suitable for generalization.

The mediating effects highlight the consideration of tacit knowledge and organizational climate as influential organizational mechanisms within the framework of a proactive change management practice due to their positive impact on the psychological uncertainty and lack of job content competencies that a change initiative might cause to employees and their behavioral reactions.

The paper reveals the role of universal network quality perception as a conduit of positive social influence on change readiness. This role becomes significantly elastic when tacit knowledge and organizational climate become notable links of relationship quality because of their ability to trigger favorable psychosocial behavioral patterns toward organizational change. Furthermore, this study expands the literature on organizational change readiness factors in the UAE, for which few studies currently exist.

The readiness level may vary on the basis of what employees perceive as the balance between costs and benefits of maintaining a behavior and the costs and benefits of change. The purpose of this paper is to examine the concept of individual readiness to change and the impact of perceived impact of organizational change on its relationship with personality and context characteristics.

In all, 183 employees of a technological company based in Greece completed a questionnaire. This company was implementing a large scale restructuring change project.

The results show that perceived impact of change mediates the relationship between the pre-change conditions and work attitudes and individual readiness to change.

Employees who are confident about their abilities they experience high levels of readiness to change and therefore managers may want to examine this variable when selecting people for jobs entailing change. Creating a climate of trust and enhance positive communication also have an influence on individual readiness to change. Satisfied employees are more ready to change because they weigh the positive consequences of changing as significant and therefore decide to embrace change.

This research addressed the need for a more person-oriented approach in the study of change, exploring the concept of individual readiness to change and the perceived benefit of this change.

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.

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

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.

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.

Understanding the complexity of the change process is critical if early childhood improvement initiatives are to result in lasting change. One of the keys to effective programs and efficient use of resources is an understanding of readiness to change. This chapter presents a theoretical approach to understanding readiness to change in the field of early education and care. We describe applications of this approach used within a community-wide initiative in Rochester, New York, funded by an Early Childhood Educator Professional Development grant. The goal of the initiative was to create an integrated professional development system from entry level through the completion of a bachelor degree, with the priorities of increasing access, alignment, and articulation. We describe interventions at the community, organization, and individual level, and explore the impact of readiness to change at each of these levels.

Evaluation results show that educators enrolled in the research-based mentoring program offered by this grant became involved in other types of professional development programs, made significant gains in the quality of the classroom environment, and had children who made gains in overall development and vocabulary beyond developmental expectations. We conclude with a discussion of these results as well as implications for policy, practice, and future research.

This study intends to advance the research on the relationship between high-performance work systems (HPWS) and change readiness by examining the mediating role of positive employee outcomes. Therefore, the streams of strategic human resource management (SHRM) and change management are studied in the context of digital transformation in the post-COVID-19 pandemic scenario.

Primary responses from 409 Information Technology (IT) employees were analysed to investigate the mediating relationship between HPWS, positive employee outcomes and employee readiness to change. Researchers used statistical techniques to analyse the data, such as confirmatory factor analysis, correlations, regression and bootstrapping. In addition, sequential mediation was examined using “PROCESS Macro” and syntax for SPSS.

Results of the study revealed that implementation of HPWS through extensive training and development, performance-based appraisal and compensation, participation in decision-making, flexible work arrangements and rigorous recruitment and staffing results in enhanced employee-level outcomes. Thereby conclusively impacting their readiness to change for digital transformations.

This study revisits the elements of HPWS in the post-pandemic work-from-anywhere (WFA) scenario. Thus, it provides adequate indications that investment in designing bundles of change-oriented human resource (HR) practices amplifies the chances of success of a change initiative by creating a favourable mindset and attitude among IT employees in India.

This study is among the earliest to link two major streams of SHRM and change management by establishing HPWS as an essential antecedent of a change-related outcome by introducing multiple mediators in the sequence. This sequence provides new insights for enhancing the probability of organisational change directives succeeding.