Relevant bibliographies by topics / Readiness for change

Academic literature on the topic 'Readiness for change'

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Published: 4 June 2021
Last updated: 5 February 2022

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Journal articles on the topic "Readiness for change"

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Rafferty, Alannah E., Nerina L. Jimmieson, and Achilles A. Armenakis. "Change Readiness." Journal of Management 39, no. 1 (September 5, 2012): 110–35. http://dx.doi.org/10.1177/0149206312457417.

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Santhidran, Sinnappan, V. G. R. Chandran, and Junbo Borromeo. "ENABLING ORGANIZATIONAL CHANGE – LEADERSHIP, COMMITMENT TO CHANGE AND THE MEDIATING ROLE OF CHANGE READINESS." Journal of Business Economics and Management 14, no. 2 (May 7, 2013): 348–63. http://dx.doi.org/10.3846/16111699.2011.642083.

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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.
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Helvaci, Mehmet Akif. "Schools’ Readiness towards Change." Anthropologist 19, no. 3 (March 2015): 723–35. http://dx.doi.org/10.1080/09720073.2015.11891708.

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Holt, Daniel T., Achilles A. Armenakis, Hubert S. Feild, and Stanley G. Harris. "Readiness for Organizational Change." Journal of Applied Behavioral Science 43, no. 2 (June 2007): 232–55. http://dx.doi.org/10.1177/0021886306295295.

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Rafferty, Alannah E., and Amirali Minbashian. "Cognitive beliefs and positive emotions about change: Relationships with employee change readiness and change-supportive behaviors." Human Relations 72, no. 10 (December 10, 2018): 1623–50. http://dx.doi.org/10.1177/0018726718809154.

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Research has focused on individuals’ beliefs about change when considering the antecedents of employee change readiness. Our study is unique as we identify beliefs and positive emotions about change as proximal antecedents of change readiness. In Study 1, a cross-sectional study of 252 government workers, measures of change beliefs, positive emotions about change and change readiness were developed and tested. Study 1 examined relationships between these constructs. In Study 2, we collected data at two time points separated by 3 months from 199 employees. Study 2 examined the direct and indirect relationships among change beliefs, positive emotions about change, change readiness and change-supportive behaviors. Structural equation modeling results provided support for the validity of our measures. In both studies, cognitive beliefs about change and positive emotions about change were significantly associated with change readiness. Study 2 provided support for indirect and direct relationships between change beliefs and positive emotions and change behaviors. An implication of this research is that failure to consider positive emotions about change means ignoring a key source of variation in change readiness. Practically, results suggest a need to develop both change beliefs and positive emotions about change to enhance employees’ change readiness and change-supportive behaviors.
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Zif, Jehiel. "Entrepreneurial Marketing and Change Readiness." Journal of Management and Strategy 10, no. 1 (December 4, 2018): 38. http://dx.doi.org/10.5430/jms.v10n1p38.

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The paper outlines the critical rational of change readiness for entrepreneurial ventures. It is very difficult for innovative startups to assess correctly customers’ response prior to actual entry. The probability of success increases when the venture adapts quickly to the feedback derived from users.It is proposed that a proper and timely adaptation can be directed by applying systematic elements of change readiness. These elements are discussed with special attention to the unique characteristics of information gathering and interpretation in the case of new innovative products.
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Zif, Jehiel. "Personal Strategy and Change Readiness." Journal of Management Research 8, no. 1 (December 18, 2015): 144. http://dx.doi.org/10.5296/jmr.v8i1.8659.

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<p>Guidelines for developing personal strategy are based on strategic concepts for business and a framework of well-being. The notion is that effective strategy has to balance a deliberate and specific plan with an evolving strategy of change as a result of new opportunities and threats. The set of personal objectives to be prioritized are a modified version of flourishing components in positive psychology. Alternative life styles are presented based on the objectives. The building blocks of the strategy are borrowed from the Balanced Score Card methodology. The paper emphasizes the importance of personal strengths in choosing initiatives for action. The approach to change is constructed by three variables of change readiness: trigger identification, preparation for action and mode of action.</p>
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Lehman, Wayne E. K., Jack M. Greener, and D. Dwayne Simpson. "Assessing organizational readiness for change." Journal of Substance Abuse Treatment 22, no. 4 (June 2002): 197–209. http://dx.doi.org/10.1016/s0740-5472(02)00233-7.

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Armenakis, Achilles A., Stanley G. Harris, and Kevin W. Mossholder. "Creating Readiness for Organizational Change." Human Relations 46, no. 6 (June 1993): 681–703. http://dx.doi.org/10.1177/001872679304600601.

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House, Richard. "Plus ça change: School readiness." Early Years Educator 13, no. 6 (October 2011): 6. http://dx.doi.org/10.12968/eyed.2011.13.6.6.

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Dissertations / Theses on the topic "Readiness for change"

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Nilsson, Elin, Erica Palm, and Liljenberg Sophia Fröberg. "Change Readiness : Exploring the Creation of Change Readiness Within Businesses for Change Towards Becoming More Sustainable." Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Företagsekonomi, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-44022.

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Background: There is a growing consensus that our world is facing substantial global challenges which can have devastating consequences for both planet and people. The call for change is clear and to shift the unsustainable trends, there must be an involvement by everyone, including business. However, there is a high risk of change initiative’s failure and one of the main reasons have considered to be employee resistance. One solution to change resistance is suggested to be change readiness, which has not received as much academic attention. The question that remains is how businesses, which account for major negative impacts on both planet and people, can create change readiness.    Purpose: The purpose of this thesis is to explore how change readiness is created in the context of changes initiated to develop more sustainable businesses.   Method: This thesis is a qualitative study with an exploratory nature where 21 interviews, representing 13 companies were conducted in order to collect the empirical data. Further, this thesis involves a comparative study of multiple case studies. Conclusion: The findings show that businesses are creating readiness for change towards becoming more sustainable by establishing various components including discrepancy, appropriateness, efficacy, principal support, personal valence and the affective component. These components are conveyed through the accompanying strategies, persuasive communication and active participation. Furthermore, education was found to be a strong influencer of change readiness for sustainable development. Nevertheless, change readiness as a concept is not consciously used by any of the companies represented in this thesis.
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Burrowes, Nina. "Time to change? : offender readiness to change their offending behaviour." Thesis, University of Portsmouth, 2006. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.439041.

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Bedser, Mark Bernard. "An assessment of change readiness prior to significant organisational change." Thesis, Rhodes University, 2013. http://hdl.handle.net/10962/d1001870.

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This research paper is broken up into three sections, namely an evaluation report, a literature review and research methodology. The evaluation report section is the assessment of the current state of change readiness within the Eskom Contact Centre’s based upon what the literature on change readiness prescribes. The timing of the change readiness assessment is just prior to significant organisational change. The organisational change that was about to be initiated by the organisation was initiated from the boardroom of the most senior echelons of the organisation, and was directed in a top down approach, being a strategic organisational change. The change is deemed to be critical to the organisation being able to meet its long term strategic and sustainability objectives. A critical examination of the literature explored the meaning of change readiness, the importance of it and explained the consequences for organisations that commit to transformational agendas without being ready. Key concepts such as such resistance to change and organisational inertia are described and differentiated from change readiness. The ADKAR change model and its change readiness assessment instrument were used due to the organisations preference for the model. The ADKAR model formed the framework for the analyses of the data, the discussion of the results and the recommendations to the organisation. The research conducted was quantitative in nature; a questionnaire was distributed to the employees of the seven Eskom Contact centre sites around the country through an email. A slightly modified version of the ADKAR change readiness questionnaire was sent via email with an on-line questionnaire link on it; and questions on individual readiness for change were used to assess the level of readiness of the employees. Most of the descriptive and inferential statistics were analysed with the use of Excel (version, 2010), with Factor Analysis being done in research showed that: - The factors as proposed by the ADKAR change readiness assessment questionnaire (i.e. Awareness, Desire, Knowledge, Ability and Reinforcement) are not different enough to be considered as independent factors for this data set. Based on factor analysis, the factors were subsequently amended from five to three, namely Readiness, Opportunity Realisation and Uncertainty. - The Contact Centre employees were somewhat ready for change. - The Contact Centres needed to focus on all amended ADKAR factors in order to improve the readiness of the department. - The readiness levels in response to the roll out were more or less uniform. The study shows that given Eskom’s preference for the ADKAR model, future research within Eskom should therefore be conducted more circumspectly with respect to ascertaining the validity of the ADKAR factors. The study also makes mention that future work and/or research will need to be conducted, specifically on the readiness of the organisation itself, in order to improve the probability of transformational success. The ADKAR assessment is a people focused assessment and therefore focuses only on the readiness of the individual. Factors such as the adequacy of the current state of resources within the organisation, which incorporate aspects such as infrastructure, technology and staffing, will also need to be assessed to make a more holistic statement of change readiness. A concise review of the literature is incorporated into the Evaluation Report of Section 1 to underpin the study. In Section 2 a more extensive review of the literature is presented. Similarly, the design of the research is discussed in more detail in Section 3 to both describe and justify the appropriateness of the research methodology, and to give a detailed account of the way in which the research was carried out.
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Irannejad, Shahrzad. "Adolescent readiness for change and working alliance." Thesis, McGill University, 2003. http://digitool.Library.McGill.CA:80/R/?func=dbin-jump-full&object_id=79778.

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The present study examined the predictive ability of the stage model in the establishment of an alliance in adolescent counselling. The relationship between readiness for change and the three dimensions of the working alliance was also further explored. Fifty-one students between the ages of 14 and 18, who were seeking counselling in their schools, were recruited through two school boards in a large eastern Canadian city. The results provided empirical support for a relationship between adolescents' readiness for change and the quality of their working alliance. In comparison to students who were resistant to change, those who were ready to actively change were more likely to develop positive alliances with their counsellors, and were in more agreement with their counsellors on the goals and tasks of counselling. The theoretical and practical implications of these findings for counsellors and other researchers, limitations of this study, and future research directions are discussed.
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Shah, Naimatullah. "Determinants of employee readiness for organisational change." Thesis, Brunel University, 2009. http://bura.brunel.ac.uk/handle/2438/4460.

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Organisations are continually confronting challenges to remain competitive and successful, which compels organisations to regularly re-evaluate their strategies, structures, policies, operations, processes and culture. Managing change effectively is however a main challenge in the change management domain because of massive human involvement. Thus, managers and change agents are eager to know how to encourage and effectively prepare employees for change situation. The aim of this doctoral study was to examine the determinant of employee readiness for organisational change. The objectives were to investigate employee commitment to the organisation and career and social relationships factors in public sector higher educational institutions of Pakistan where various change reforms has been introduced recently. This empirical study proceeded by a systematic review of literature that led to development of a conceptual model. The data was collected from a sample of teaching employees by using a survey questionnaire. Data was analysed using descriptive statistics and exploratory factor analysis run on statistical package for social sciences and confirmatory factor analysis on the structural equation modelling as well as on applied analysis of moment structure to assess the model fit of the study and hypotheses testing. Results showed that independent variables (emotional attachment, feeling of pride, pay/wages/rewards, promotion, job satisfaction, job involvement and social relationships in the workplace) were positively and significantly correlated to the dependent variable (readiness for organisational change). However, two variables i.e. supervisor and peer relations, and training and skills development were not found positive and significant to the readiness for organisational change. This study has methodological limitations, as it is a cross sectional study that used a survey questionnaire only in public sector higher education sector. This study provides empirical evidence for employee readiness predictor variables for organisational change. This study may contribute to the literature on change management, particularly for Pakistan, and may assist the management, change agents and practitioners of human resources management and development, and organisational behaviour in assessing, designing and evaluating new or existing programmes for organisational change.
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Novitskaya, Anna, and Momina Rajput. "Role of Organizational Culture in Creating Readiness for Change Project." Thesis, Umeå universitet, Företagsekonomi, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-85603.

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Given the dynamic and unpredictable nature of modern business environment, organizations need to always be ready for change. It is essential for employees to be able to accept change initiatives at workplace and contribute to them constructively.  The authors of this research suggest that due to the similarities in the nature of their implementation process, projects are the most appropriate vehicle for implementing change initiatives. Change initiatives implemented through projects take characteristics of planned change and exclude emergent changes from the scope the scope of this research. The initiating phase of a change project is devoted to creating readiness for change, which is the main focus of the research. The purpose of this study is to investigate the role of organizational culture in creating readiness for a change project. The research looks at the process of creating change readiness. This provides a ground for identifying the importance of organizational culture and its interconnection with change management efforts. Further, the dimensions of organizational culture are identified in the relation to change readiness. The literature suggests that these dimensions create change readiness. If organizational culture does not incorporate the identified dimensions of organizational culture, change management efforts should be applied to reinforce or create them. Eight interviews were conducted with change leaders/ project managers. Each interview was conducted in the context of a change project experienced by the interviewee, in order to gain an insight in to the influence of organizational culture on creating change readiness. The study finds organizational culture as being pivotal in creating change readiness. The insight taken from the empirical data allows differentiating between organizational culture as a whole and organizational culture created within the project context by change management efforts. It was found that organizational culture in its exclusivity, does not lead to readiness for a change project. Organizational culture rather builds a foundation for implementing change and creates readiness for a change project through mediation of change management efforts.
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Gallant, Victor James 1964 Carleton University Dissertation Psychology. "Adjustment to chronic pain and readiness for change." Ottawa.:, 1996.

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Phillips, James Edward. "Effects of Change Valence and Informational Assessments on Organizational Readiness for Change." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4016.

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Nearly two-thirds of organizational change initiatives are unsuccessful due to a lack of high levels of change readiness prior to implementation of the change. A review of the literature supported the importance of establishing organizational readiness for change (ORC), but a gap remained in the empirical data and extant literature about whether presumed antecedents identified in ORC theory contribute to increased levels of ORC. The purpose of this study was to gather empirical data to address this question of whether change valence and informational assessment scores are associated with increased levels of organizational readiness for implementing change. The research design was quantitative and nonexperimental. Data were collected via online Likert-type survey from employees (n = 70) in an organization undergoing significant change. An analysis was performed using OLS regression and principal components analysis. The results showed that change valence and informational assessment were positively and significantly associated with increased organizational readiness for change score (β = 1.778, p < .001, and β = 1.392, p < .001, respectively), and that change commitment and efficacy loaded favorably in a principal components analysis of ORC score. The findings are significant to the field of management as they show how establishing increased levels of change valence and informational assessment may help positively influence employee participation and organizational change outcomes. The study is socially significant because it may illuminate differences in perception between employees and leadership regarding change and may contribute to greater inclusion of a broader array of employee perspectives, opinions, and experiences in the organizational change process.
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Grimolizzi-Jensen, Conrado Joaquin. "Organizational Change: Evaluating the Effect of Motivational Interviewing on Readiness to Change." ScholarWorks, 2015. https://scholarworks.waldenu.edu/dissertations/1536.

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Failure accompanies most organizational change efforts. Change agents' efforts focus on employee resistance or readiness to change without considering employee ambivalence. Motivational interviewing (MI) may reduce ambivalence and improve the success rate of organizational change initiatives. The purpose of this experimental research was to evaluate the effectiveness of MI to increase readiness to organizational change, to assess the influence of MI on change-related beliefs, and to investigate the relationship between beliefs and readiness to change. The theoretical framework was the transtheoretical model of change, the theory of planned behavior, and social cognitive theory. Through random assignment, 56 employees of a company undergoing change and located in the Midwest region of the United States populated the experimental and control groups. Members of the experimental group participated in 3 motivational interviewing sessions over a 30-day period. Participants indicated their readiness and underlying change-related beliefs by completing the Job Change Ladder and the Organizational Change Recipients' Belief Scale. Within and between group differences from a mixed ANOVA revealed that MI significantly increased readiness to change. There was not a significant difference between the beliefs of both groups as indicated by the results of the MANOVA test. Participants' beliefs explained readiness to change as evidenced by the results from the use of multiple regression. The findings indicate that leaders of organizational and societal change initiatives could incorporate MI to prepare individuals and groups to embrace the change process, thereby improving the chances that the change initiative will be successful.
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Vanluchene, Indy, and Sara Jonsson. "Change Readiness for Sustainability-Oriented Change : A mixed-method study about how ready Swedish organizations are for change towards sustainability." Thesis, Högskolan i Jönköping, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-44104.

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Background: Many change processes in organizations fail and efficient change management is therefore crucial for success. For successful change to be possible, an organization needs to be readied for that change. The growing demand on sustainable business practices leads organizations to embrace sustainable development and therefore go through change. Change readiness can be viewed on two levels; organizational and individual and there are different factors impacting each of these levels. Examples of such factors are Vision & Goals, Organizational structure and A sense of urgency. Purpose: The purpose of this research was to explore how ready Swedish organizations were for sustainability-oriented change, taking both organizational and individual change readiness into account. Method: 8 Swedish organizations were studied with the help of 15 factors that impact change readiness. By using mixed methods, qualitative data from interviews and quantitative data from surveys was collected, and the factors were evaluated. Findings: The organizations had an average of 67 % change readiness overall, with the factor A sense of urgency scoring the highest results indicating that Swedish organizations understand the importance of sustainability. The data suggested that the organizations were more change ready on the individual compared to the organizational change readiness level. The findings also showed that the factors Vision & Goals and Organizational structure had no positive impact on the organizations´ change readiness.
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Books on the topic "Readiness for change"

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Readiness and change in couple therapy. New York: Basic Books, 1995.

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Redding, John C. Strategic readiness: The making of the learning organization. San Francisco, Calif: Jossey-Bass, 1994.

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Mak, J. N. ASEAN defence reorientation 1975-1992: The dynamics of modernisation and structural change. Canberra, Australia: Strategic and Defence Studies Centre, Research School of Pacific Studies, Australian National University, 1993.

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Army War College (U.S.). Strategic Studies Institute., ed. Slowing military change. Carlisle, PA: Strategic Studies Institute, U.S. Army War College, 2008.

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Alshawi, Mustafa. Rethinking IT in construction & engineering: Organisational readiness. London: Taylor & Francis, 2007.

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Mooney, Ernest G. Change readiness in a dynamic environment: New challenges for the Irish automotive components industry. Dublin: University College Dublin, 1989.

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Hunt, Thomas R. An analysis of proposed changes to the U. S. Marine Corps permanent change of station policy: The fiscal and readiness impacts. Monterey, Calif: Naval Postgraduate School, 1994.

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Betts, Julian R. College readiness as a graduation requirement: An assessment of San Diego's challenges. San Francisco, CA: Public Policy Institute of California, 2013.

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Brem, Robert D. Army inventory policy, the need for strategic change: An examination of Readiness Based Sparing for retail repair parts supply support. Monterey, Calif: Naval Postgraduate School, 1997.

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Hukill, Jeffrey. Air force command and control: The need for increased adaptability. Maxwell Air Force Base, Alabama: Air Force Research Institute, Air University Press, 2012.

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Book chapters on the topic "Readiness for change"

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Finch, Edward. "Change Readiness." In Facilities Change Management, 17–25. Oxford, UK: Wiley-Blackwell, 2012. http://dx.doi.org/10.1002/9781119967316.ch2.

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Anderson, Jeanne L. Hites, and Maurine Pyle. "Change Resistance and Readiness." In Making Change, 91–104. New York, NY : Routledge Books, 2020.: Routledge, 2020. http://dx.doi.org/10.4324/9781003009962-16.

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Griffith-Cooper, Bea, and Karyl King. "The Change Readiness Rubric." In Handbook of Improving Performance in the Workplace: Selecting and Implementing Performance Interventions, 392–417. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2010. http://dx.doi.org/10.1002/9780470587102.ch16.

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Griffith-Cooper, Bea, and Karyl King. "The Change Readiness Rubric." In Handbook of Improving Performance in the Workplace: Volumes 1-3, 392–417. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2010. http://dx.doi.org/10.1002/9780470592663.ch35.

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Smith, Philip A. "CPOE Change Readiness Assessment." In Making Computerized Provider Order Entry Work, 91–109. London: Springer London, 2012. http://dx.doi.org/10.1007/978-1-4471-4243-0_6.

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Kelley, Braden. "Exploring Readiness for Change and Transitions." In Charting Change, 51–62. New York: Palgrave Macmillan US, 2016. http://dx.doi.org/10.1057/9781137536976_4.

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Lorenzi, Nancy M., and Robert T. Riley. "Analyzing the Organization’s Readiness for Change." In Managing Technological Change, 110–31. New York, NY: Springer New York, 2004. http://dx.doi.org/10.1007/978-1-4757-4116-2_8.

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M. Coll, Kenneth. "Motivation and Readiness for Change." In Youth Comprehensive Risk Assessment, 95–104. 1 Edition. | New York : Routledge, 2017. Includes bibliographical references and index.: Routledge, 2017. http://dx.doi.org/10.4324/9781315671260-7.

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Hughes, Mark. "Resistance and organizational change readiness." In Managing and Leading Organizational Change, 219–36. Abingdon, Oxon; New York, NY: Routledge, 2019.: Routledge, 2018. http://dx.doi.org/10.4324/9781351265966-13.

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Choi, Myungweon, and Wendy E. A. Ruona. "Individual Readiness for Organizational Change." In The Wiley-Blackwell Handbook of the Psychology of Leadership, Change, and Organizational Development, 331–45. Oxford: John Wiley & Sons, 2013. http://dx.doi.org/10.1002/9781118326404.ch16.

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Conference papers on the topic "Readiness for change"

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Deng, Jinzhao, Richard Deng, Lei Huang, and Jianghao Gao. "How to Create Change Readiness? The Change Interpretation Matters." In 6th International Conference on Education Reform and Modern Management (ERMM 2021). Paris, France: Atlantis Press, 2021. http://dx.doi.org/10.2991/assehr.k.210513.068.

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Sell, Anna, and Pirkko Walden. "Segmentation of the Young Elderly Based on Technology Readiness." In Digital Support from Crisis to Progressive Change. University of Maribor Press, 2021. http://dx.doi.org/10.18690/978-961-286-485-9.32.

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We examine the young elderly’s technology readiness in order to understand the propensity to adopt and use technology for personal use. We use the Technology Readiness Index 2.0 as segmentation basis to segment a sample of mainly young elderly individuals. Our aim is to find meaningful segments within this demographic group regarding their technology readiness, and to contrast the segments with previous research. Our findings based on 538 retirees revealed a similar segmentation profile as found within working-age populations, and a surprisingly different profile than previous research with a mature target group. We identified five distinct segments portraying the young elderly as diverse technology users, ranging from ‘pioneers’ to ‘hesitators’. The findings give arise to discussion regarding the impact of age on the technology readiness of individuals and the importance of age as a predictor of technology use. We propose that commonly held views on age as an inhibitor of technology use are becoming outdated as the diffusion of technology reaches a certain level of maturity in a market.
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Levovnik, David, and Marko Gerbec. "Auditing operational readiness of management of change." In The 2nd International Conference on Engineering Sciences and Technologies. CRC Press Taylor & Francis Group 6000 Broken Sound Parkway NW, Suite 300 Boca Raton, FL 33487-2742: CRC Press, 2017. http://dx.doi.org/10.1201/9781315210469-209.

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Mahendrati, Hermina Agustina, and Wustari Mangundjaya. "Individual Readiness for Change and Affective Commitment to Change: The Mediation Effect of Technology Readiness on Public Sector." In 3rd Forum in Research, Science, and Technology (FIRST 2019). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/assehr.k.200407.010.

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Bai, Shuaijiao, Pu Li, and Huiqin Zhang. "Exploring Individual Change Readiness in a Chinese Context." In 2017 International Seminar on Social Science and Humanities Research (SSHR 2017). Paris, France: Atlantis Press, 2018. http://dx.doi.org/10.2991/sshr-17.2018.60.

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Firican, Diana Andreea. "Snapshot into Factors Influencing Employees’ Readiness for Change Before a Change is Initiated." In 7th BASIQ International Conference on New Trends in Sustainable Business and Consumption. Editura ASE, 2021. http://dx.doi.org/10.24818/basiq/2021/07/059.

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Keith, M., M. Goul, H. Demirkan, J. Nichols, and M. C. Mitchell. "Contextualizing Knowledge Management Readiness to Support Change Management Strategies." In Proceedings of the 39th Annual Hawaii International Conference on System Sciences (HICSS'06). IEEE, 2006. http://dx.doi.org/10.1109/hicss.2006.97.

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Kosasih, Kosasih, Wibowo, Saparuddin, and Zulfa Fitri. "Followership, Ambidextrous Leadership and Change Readiness in Manufacturing Company." In 23rd Asian Forum of Business Education(AFBE 2019). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/aebmr.k.200606.078.

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Danila, M. I., E. J. Rahn, A. S. Mudano, R. C. Outman, P. Li, D. T. Redden, F. A. Anderson, et al. "THU0472 Factors associated with readiness for adopting osteoporosis treatment change." In Annual European Congress of Rheumatology, EULAR 2018, Amsterdam, 13–16 June 2018. BMJ Publishing Group Ltd and European League Against Rheumatism, 2018. http://dx.doi.org/10.1136/annrheumdis-2018-eular.4802.

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"SUPPLY CHAIN IMPROVEMENT - Assessing Readiness for Change trough Collaboration Evaluation." In New Information System and Approaches for Product Maintenance. SciTePress - Science and and Technology Publications, 2007. http://dx.doi.org/10.5220/0002438706090614.

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Reports on the topic "Readiness for change"

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Rogers, Gary. U.S. Military Readiness: Taming the Dragon of Change. Fort Belvoir, VA: Defense Technical Information Center, January 1998. http://dx.doi.org/10.21236/ada441963.

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McKnight, Katherine, and Elizabeth Glennie. Are You Ready for This? Preparing for School Change by Assessing Readiness. RTI Press, March 2019. http://dx.doi.org/10.3768/rtipress.2019.pb.0020.1903.

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Schools routinely face federal and state mandated changes, like the Common Core State Standards or standardized testing requirements. Sometimes districts and schools want to take on new policies and practices of their own, like anti-bullying programs or using technology to deliver instruction. Regardless of the origin of the change, implementation requires them to take on additional work; yet experts estimate that only 30 to 50 percent of major change efforts in organizations will succeed. Failing change efforts result in not only financial losses but also lowered organizational morale, wasted resources, and lost opportunities. For schools where resources are already stretched thin, the consequences of failed change initiatives can be particularly devastating. In this paper, we discuss results of a study, over a school year, of school principals who were working on implementing a new change initiative in their schools. We apply lessons from the change management literature and focus on the importance of assessing readiness for change as a key step in ensuring the success of new initiatives. We share examples of a change readiness rubric to help schools and districts successfully lead change.
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Hailey, Jermaine A., and Frederick D. Higgs. An Analysis of Organizational Readiness at Anniston Army Depot for Information Technology Change. Fort Belvoir, VA: Defense Technical Information Center, December 2008. http://dx.doi.org/10.21236/ada493640.

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Thompson, Theodore J., Timothy T. Liang, and Iosif A. Krass. Quantifying the Impact of the Permanent Change of Station (PCS) Budget on Navy Enlisted Personnel Unit Readiness. Fort Belvoir, VA: Defense Technical Information Center, June 1991. http://dx.doi.org/10.21236/ada237162.

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Sacco, Christopher M., and Jason D. Lovell. Evaluating Leadership's Approach to Implementing Organizational Change Across the Naval Aviation Enterprise With a Focus on the Development of Fleet Readiness Centers. Fort Belvoir, VA: Defense Technical Information Center, December 2006. http://dx.doi.org/10.21236/ada460430.

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Hogan, Michael, and Michael Gallaher. Quantitative Indicators for Country-Level Innovation Ecosystems. RTI Press, May 2018. http://dx.doi.org/10.3768/rtipress.2018.op.0051.1805.

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Innovation has been shown to be a key factor in determining a country’s competitiveness and economic growth potential. Through investments in education and research and development, many developing countries have tried to avoid the “middle income trap” of stagnation by working to create high-value employment opportunities. To better understand country-level readiness to innovate, we have compiled a set of publicly available data indicators and created a data tool to illustrate innovation capabilities and infrastructure by country. Our approach builds on and advances existing national innovation metrics by constructing transparent, publicly sourced indicators that emphasize changes over time and interrelationships between different indicators, as opposed to creating simple indices across groups of indicators. This occasional paper is targeted to an applied audience, explaining the methods used to assemble the data, an overview of the indicators, practical applications of the data, summary statistics, and data limitations. The data are not intended to be a tool for providing answers about innovation, but rather a starting point for future work including market landscaping, country-level diagnostics, and qualitative protocols for research.
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