Making the Case for Change Readiness

2017 ◽  
pp. 65-74
Keyword(s):  
Change Readiness

Stages of Change Readiness and Treatment Eagerness Scale--Russian Version

2018 ◽  
Author(s):  
S. G. Klimanova ◽  
A. V. Trusova ◽  
A. S. Kiselev ◽  
V. A. Berntsev ◽  
D. I. Gromyko ◽  
...  
Keyword(s):  
Stages Of Change ◽  
Change Readiness ◽  
Russian Version

A Small Utility's Path To Climate Change Readiness

2016 ◽  
Vol 2016 (8) ◽  
pp. 1099-1112
Author(s):  
R. N Dalal ◽  
M. J Ruppel ◽  
B Bujak
Keyword(s):  
Climate Change ◽  
Change Readiness

scholarly journals ENABLING ORGANIZATIONAL CHANGE – LEADERSHIP, COMMITMENT TO CHANGE AND THE MEDIATING ROLE OF CHANGE READINESS

2013 ◽  
Vol 14 (2) ◽  
pp. 348-363 ◽  
Author(s):  
Sinnappan Santhidran ◽  
V. G. R. Chandran ◽  
Junbo Borromeo
Keyword(s):  
Change Readiness ◽  
Change Leadership ◽  
Partial Least Square ◽  
Least Square ◽  
Asian Countries ◽  
Leadership Change ◽  
Commitment To Change ◽  
Mediating Role ◽  
The Relationship

There has been little empirical analysis on the complex relationship between leadership, change readiness and commitment to change in the context of Asian countries. In this paper, we propose a research model to analyze the interrelationship between leadership, change readiness and commitment to change using the partial least square technique. Results of the study suggest that leadership positively and significantly affect change readiness but not commitment to change. Consequently, change readiness is found to significantly affect commitment to change. In other words, change readiness is found to mediate the relationship between transformational leadership and commitment to change. This may suggest that the influence of leadership is a sequential process affecting change readiness, and in turn, the commitment to change as opposed to the conventional belief that it affects both change readiness and commitment to change simultaneously. The implication of the study is further discussed.

scholarly journals Organisational readiness for introducing a performance management system

2012 ◽  
Vol 10 (3) ◽  
Author(s):  
Michael Ochurub ◽  
Mark Bussin ◽  
Xenia Goosen
Keyword(s):  
Performance Management ◽  
Management System ◽  
Change Readiness ◽  
Readiness For Change ◽  
The Body ◽  
Management Systems ◽  
Performance Management System ◽  
Performance Management Systems ◽  
Managerial Implications ◽  
A Performance

Orientation: The successful introduction of performance management systems to the public service requires careful measurement of readiness for change. Research purpose: This study investigated the extent to which employees were ready for change as an indication of whether their organisation was ready to introduce a performance management system (PMS).Motivation for the study: Introducing system changes in organisations depends on positive employee preconditions. There is some debate over whether organisations can facilitate these preconditions. This research investigates change readiness linked to the introduction of a PMS in a public sector organisation. The results add to the growing literature on levels of change readiness.Research design, approach and method: The researchers used a quantitative, questionnairebased design. Because the organisation was large, the researchers used stratified sampling to select a sample from each population stratum. The sample size was 460, which constituted 26% of the total population. They used a South African change readiness questionnaire to elicit employee perceptions and opinions.Main findings: The researchers found that the organisation was not ready to introduce a PMS. The study identified various challenges and key factors that were negatively affecting the introduction of a PMS.Practical/managerial implications: The intention to develop and introduce performance management systems is generally to change the attitudes, values and approaches of managers and employees to the new strategies, processes and plans to improve productivity and performance. However, pre-existing conditions and attitudes could have an effect. It is essential to ensure that organisations are ready to introduce performance management systems and to provide sound change leadership to drive the process effectively. This study contributes to the body of knowledge about the challenges and factors organisations should consider when they introduce performance management systems.Contribution/value-add: This research adds to the knowledge about aspects of change readiness, change management and introducing change initiatives.

scholarly journals Berbagai Faktor Penentu Kesiapan Untuk Berubah Dan Pengaruhnya Terhadap Keberlangsungan Kegiatan UMKM Di Wilayah Terdampak Wabah Covid-19

2020 ◽  
Vol 4 (1) ◽  
pp. 14
Author(s):  
Agus Prianto ◽  
Ira Kurniawati ◽  
Moh. Taufik Wahyudi ◽  
Eva Yulistia
Keyword(s):  
Environmental Changes ◽  
Readiness To Change ◽  
Business Environment ◽  
Change Readiness ◽  
Business Strategies ◽  
Real Sector ◽  
Future Studies ◽  
Business People ◽  
New Business ◽  
Main Factors

<span><em>Currently, real sector business activities are facing severe challenges. The development of ICT and the</em><br /><span><em>emergence of the covid-19 pandemic have led to changes in the business environment. Changes in the</em><br /><span><em>business environment require businesses to adjust by developing new business strategies, so that their</em><br /><span><em>business activities are in line with market demands. This study examines various determinants of</em><br /><span><em>readiness to change and their effect on the continuity of MSME activities in the covid-19 affected areas.</em><br /><span><em>The results of the study revealed that the new values and attitudes of micro business operators did not</em><br /><span><em>support the readiness to change, so they faced the problem of the sustainability of business activities. New</em><br /><span><em>values and attitudes are the main factors that shape readiness to change. While the readiness to change is</em><br /><span><em>an important factor that determines the sustainability of business activities. In addition, this study</em><br /><span><em>revealed that the business environment also as a factor forming change readiness and business</em><br /><span><em>continuity. This research recommends the importance of strengthening new values and attitudes for,</em><br /><span><em>especially for micro business people; so that they are better prepared to face a change. Future studies</em><br /><span><em>need to examine the effect of sudden environmental changes on the sustainability of business activities.</em></span></span></span></span></span></span></span></span></span></span></span></span><br /><br class="Apple-interchange-newline" /></span>

scholarly journals Driving Organizational Readiness for Change through Strategic Workshops

2020 ◽  
Vol 7 (1) ◽  
pp. 1-28
Author(s):  
Johan Roos ◽  
Viktor O. Nilsson
Keyword(s):  
Practical Problem ◽  
Predictive Power ◽  
Change Readiness ◽  
Readiness For Change ◽  
Theory And Practice ◽  
Drivers Of Change ◽  
Change Initiatives ◽  
Health Care Settings ◽  
Organizational Readiness For Change ◽  
Vast Literature

Change initiatives in organizations often fail because people are neither committed to nor convinced they can implement the change successfully. The change challenge is a practical problem for most leaders. The vast literature on change management offers insights into obstacles to change and how to overcome them, and the emerging literature on readiness for change offers a plethora of instruments for how to assess it, though primarily in health care settings. However, there is limited advice about how to design workshops around new initiatives in organizations to increase readiness for change. To address this problem, we developed a model of the drivers of change readiness, based on survey data from 374 participants in 69 independently facilitated workshops to test hypotheses. The findings show which constructs have the most predictive power. These results have important implications for how to design and facilitate workshops that increase participants’ readiness for change. The study makes several contributions to the theory and practice of creating shared readiness for change.

Employee Voice, Employee Involvement, and Organizational Change Readiness: Mediating Role of Commitment-to-Change and Moderating Role of Transformational Leadership

2021 ◽  
pp. 227853372110439
Author(s):  
Rama Krishna Gupta Potnuru ◽  
Rohini Sharma ◽  
Chandan Kumar Sahoo
Keyword(s):  
Transformational Leadership ◽  
Organizational Change ◽  
Employee Involvement ◽  
Change Readiness ◽  
Employee Voice ◽  
Equation Modeling ◽  
Commitment To Change ◽  
The Relationship ◽  
Moderating Role

This study explores the antecedents for organizational change readiness for altering the status quo and empirically validates few potent tools which facilitate change. By drawing on change management literature, this study examines the influence of employee voice (EV) and employee involvement (EI) on commitment-to-change (CTC), considering the latter as a mediating variable in the relation between antecedent human resources practices (EV and EI) and organizational change readiness (OCR). Subsequently, the moderating role of transformational leadership was analyzed on these posited relationships. The hypotheses proposed in the research model are tested on a sample of 516 employees from an Indian public sector organization, applying Baron and Kenny’s (1986) technique for establishing mediation and Ping’s approach to moderated structured equation modeling for moderation. The findings suggest that CTC partially mediates the relationship between EV and OCR, but it does not mediate between EI and OCR. Likewise, the study results also empirically validate that the relationship between EV and CTC is enhanced if leadership is transformational, also the hypothesis positing the moderating role of transformational leadership between EI and CTC was supported.

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