Journal articles: '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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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.

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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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O'Connor, Patrick G. "Assessing Patients' Readiness to Change." Substance Abuse 28, no. 1 (May 31, 2007): 1–2. http://dx.doi.org/10.1300/j465v28n01_01.

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Smith, Ian. "Achieving readiness for organisational change." Library Management 26, no. 6/7 (August 2005): 408–12. http://dx.doi.org/10.1108/01435120510623764.

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Diab, Gehan Mohammed, Sanaa M. Safan, and Huda M. Bakeer. "Organizational change readiness and manager' behavior in managing change." Journal of Nursing Education and Practice 8, no. 7 (March 7, 2018): 68. http://dx.doi.org/10.5430/jnep.v8n7p68.

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Background and objective: Organizational readiness refers to organizational members’ change commitment and change efficacy to implement organizational change and confidence in their accumulative abilities to do so. The aim of the study was to assess the nurse managers’ behavior in managing change, and the level of the organizational change readiness at selected hospitals at Menofia Governorate.Methods: Design: A descriptive cross-sectional design was used. Setting: The study was conducted at two hospitals, namely University Hospital and Shebin El-Kom Teaching Hospital, in Menofia Governorate, Egypt. Subjects: It consisted of two groups, Group 1: A convenience sample of 136 staff nurses (67 staff nurses from Menofia University Hospital, and 69 from Shebin El-Kom Teaching Hospital), Group 2: All nurse manager available on the time of the study (31 from Menofia University Hospitals, and 30 from Shebin El-Kom Teaching Hospital). Tools: a) Tool one: Change management process Questionnaire, b) Tool two: Change Readiness Assessment Scale.Results: More than half of the nurse managers reported that they have a good behavior in managing change in the organization, while the staff nurses reported that their managers had a bad behavior during the change process. Organizational readiness level was higher in University hospitals than in Teaching hospital as perceived by the study subjects.Conclusions: The nurse managers and staff nurses reported that the organization had a bad readiness level to change. Additionally there was a positive correlation between organizational readiness and manager behavior in managing change. Recommendations: Organization should have a readiness for change to support the change process by possessing the right resources and conditions, a clear insights and goals for the intended change and have the inventiveness, behavior to participate with the change and develop work. Also, agents of change chiefs and management must need to drive a strong reaction for change from the stakeholders that leads to highest performance improvement.

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Naumtseva, E. A., and W. A. Stroh. "Psychological Readiness for Organizational Change and its Socio-Psychological Predictors." Social Psychology and Society 11, no. 4 (2020): 151–64. http://dx.doi.org/10.17759/sps.2020110411.

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Objectives. The study of socio-psychological predictors of employees’ readiness for changes (identification with the organization as a whole, identification with the unit, injective and descriptive norms) and the ratio of their contribution to the formation of employees’ readiness for changes. Background. Due to rapid technological development, the number of necessary changes within organizations is growing. A well-formed employees’ readiness for the upcoming changes is needed for the success of their implementation. It will affect the productivity of work processes. Study design. The study examined the level of readiness for organizational changes, the level of identification with the organization, with the unit, and subjective norms (injective and descriptive). Regression analysis was used to process the data. Socio-demographic characteristics differences were analyzed using the Mann—Whitney U-test and the Kruskel-Wallis N-test. Participants. The study sample included the state medical organization employees’ implementing electronic records and medical records (n = 308). Measurements. To evaluate variables, we used questionnaire “Readiness for Organizational Change” by D. Holt, questionnaire by B. Ashfort, F. Mael “Organizational Identification”, and scales for assessing perceived norms of M. Fishbein and A. Aizen. Results. It is established that identification with an organization, identification with a unit, an injective and descriptive norm are associated with a readiness to change. The strongest predictor of readiness for organizational change is the injective norm for change, the next most powerful predictor is the descriptive norm for change. A less significant contribution to readiness is identification with the organization as a whole. Identification with the working group (or unit) is associated with readiness to change negatively. The level of readiness for organizational changes among managers is significantly higher than among performers. Conclusions. Identification with the organization and unit, injective and descriptive norms make a significant contribution to the formation of employee readiness for change. Significant differences were found in the level of readiness for changes depending on the position: managers demonstrate a higher level compared to ordinary employees. The results of the study can be used by managers and management consultants to assess and build readiness for change.

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Yulistiani, Dekalia, M. Rajab Lubis, and Sjahril Effendy. "Pengaruh Employee Engagemen dan Work Value Terhadap Kesiapan Berubah Pada Karyawan PT Budi Perkasa Alam." Tabularasa: Jurnal Ilmiah Magister Psikologi 2, no. 2 (July 9, 2020): 76–81. http://dx.doi.org/10.31289/tabularasa.v2i2.302.

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Individual readiness to change is important in the success of the organization for making changes. When employees are ready, they will be able to follow the organizational changes that occur. Employee readiness to change will have a positive impact on organizational change. There are various factors that can affect change readiness in employees including employee engagement and work value. This study aims to determine the effect of employee engagement and work value on change readiness in employees of PT. Budi Perkasa Alam. The measuring instrument used in this study is the scale of change readiness, employee engagement and work value scale. This study involved 150 employees. The results showed that partially employee engagement and work value had a positive effect on change readiness in employees with t-count value X1 (5.513) t-table (1,976) and t-count X2 (5,896) t-table (1,976). Simultaneously, employee engagement and work value variables significantly influence change readiness in PT employees. Nature Mightiness (F count = 67.230; p 0.05). Employee engagement and work value contributed to change readiness by 47.8% (R-square = 0.478). The implications of this research are expected to the management in order to maintain an understanding of the values and goals of the organization and involve employees in making organizational decisions.

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Novita, Rina Dwi, and Nyoman Anita Damayanti. "READINESS TO CHANGE IN JEMURSARI ISLAMIC HOSPITAL IN CHANGE TO BE A EDUCATIONAL HOSPITAL." Indonesian Journal of Public Health 15, no. 1 (April 6, 2020): 81. http://dx.doi.org/10.20473/ijph.v15i1.2020.81-92.

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ABSTRACTSurabaya Islamic Hospital Foundation is preparing Jemursari Islamic Hospital to become an educational hospital bacause University of Nahdlatul Ulama Surabaya as a medical institution is required to have at least one primary educational hospital. Jemursari Islamic Hospital has conducted self assessment related to the readiness to become educational hospital in 2017 and resulted in a total value of 88.34%. This research aims to describe the readiness to change at the Islamic Hospital Jemursari in the change into an educational hospital. This research was conducted at Islamic Hospital of Jemursari in period of October 2017-July 2018. This research is descriptive research because it describes readiness to change at Jemursari Islamic Hospital in the change to become educational hospital without any statistical calculation. This research is a quantitative research using cross-sectional method. Sampling method with proportional random sampling technique to get sample of 88 people spread in all work units at Jemursari Islamic Hospital. Data collection using questionnaires readiness guide for readiness assessment consisting of five indicators namely communication, sponsorship, stakeholder, readiness, and training. The results showed that the indicator of communication at Jemusari Islamic Hospital has the lowest average value (4.32) and has a slightly ready level. The stakeholder indicator has the highest average score (5.06) and has a ready level. In addition, indicators of sponsorship, readiness, and training have a ready level. In conclusion, based on these five indicators, most respondents (87,23%) at Jemursari Islamic Hospital are ready to change from non-educational hospital to educational hospital. The advice given is to improve communication related to the change into an educational hospital, so that all indicators become ready. Keywords: hospital, educational hospital, readiness to change

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Haqq, Zulkifli Nurul, and Muhammad Natsir. "Three Components of Readiness to Change: Communication of Change and Change-Efficacy as Antecendents." Perisai : Islamic Banking and Finance Journal 3, no. 1 (July 10, 2019): 33. http://dx.doi.org/10.21070/perisai.v3i1.2011.

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In order to fulfill the planned change, an organization should seriously take the role of individual perception into consideration, in which the individual plays a pivotal role in the change implementation stage through their act. This study aims to investigate the attitude of readiness to change based on the multidimensional concept, with communication of change and change-efficacy as antecedents. This study involved shariah rural bank, located in East Java, as a research object. Furthermore, a quantitative approach was employed in this study, in which survey as a procedure for collecting data through questionnaires. In addition, PLS-SEM was employed as an analysis of research method. The results exhibit that communication of change contribute to develop of almost all forms attitude of readiness to change and change-efficacy can predict all forms of readiness to change. Finally, this study offers several implications, both theoretically and practically.

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Khedhiri, Mohamed. "Readiness for Change in Public Education." Higher Education for the Future 5, no. 2 (July 2018): 178–97. http://dx.doi.org/10.1177/2347631118767293.

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A bulk of research on organizational readiness for changes has been focused on continuous empirical analysis in private business organizations. The present study digresses from the status quo by performing discrete analysis in public education. Generalized ordered logit model (GOLM) regressions were performed at individual level, to analyse a sample of 707 faculties working in a large public university who were in the process to undergo substantial change. Results showed that faculty perceives, indeed, critical issues related to demotivation, communication channel, nature of teamwork and transformational leaders (TFL). These issues let them support the need for organizational change to be successful in the near future. In addition, data analysis raised issues concerning TFL’s social interaction patterns. This and other overwhelming challenges are discussed, and some recommendations of understanding change readiness and TFL development are suggested.

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Goebel, Melanie, Barbara Trautner, Yiqun Wang, Affairs Medical Center, John Van, Laura Dillon, Affairs Medical Center, et al. "Organizational Readiness to Change Assessment Highlights Differential Readiness for Antibiotic Stewardship." Infection Control & Hospital Epidemiology 41, S1 (October 2020): s492—s493. http://dx.doi.org/10.1017/ice.2020.1168.

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Background: Targeted antibiotic stewardship interventions are needed to reduce unnecessary treatment of asymptomatic bacteriuria (ASB). Organizational readiness for change is a precursor to successful change implementation. The Organizational Readiness to Change Assessment (ORCA) is a validated survey instrument that has been used to detect potential obstacles and tailor interventions. In an outpatient stewardship study, primary care practices with high readiness to change trended toward greater improvements in antibiotic prescribing. We used the ORCA to assess barriers to change before implementing a multicenter inpatient stewardship intervention for ASB. Methods: Surveys were self-administered by healthcare professionals in inpatient medicine and long-term care units at 4 geographically diverse Veterans’ Affairs facilities during January–December 2018. Participants included providers (physicians, physician assistants, and nurse practitioners), nurses, pharmacists, infection preventionists, and quality managers. The survey included 7 subscales: evidence (perceived evidence strength) and 6 context subscales (favorability of the organizational context to support change). Responses were scored on a 5-point Likert scale, with 1 meaning very weak or strongly disagree. Scores were compared between professional types and sites. We also measured allocated employee effort for stewardship at each site. Results: Overall, 104 surveys were completed, with an overall response rate of 69.3%. For all sites combined, the evidence subscale had the highest score of the 7 subscales (mean, 4; SD, 0.9); the resources subscale was significantly lower than other subscales (mean, 2.8; SD, 0.9; P < .001). Scores for budget and staffing resources were lower than scores for training and facility resources (P < .001 for both comparisons). Pharmacists had lower scores than providers for the staff culture subscale (P = .04). Comparing subscales between sites, ORCA scores were significantly different for leadership behavior (communication and management), measurement (goal setting and accountability), and general resources (Fig. 1). The site with the lowest scores for resources (mean, 2.4) also had lower scores for leadership behavior and measurement, and lower pharmacist effort devoted to antibiotic stewardship. Conclusions: Although healthcare professionals endorsed the evidence about nontreatment of ASB, perceived barriers to antibiotic stewardship included inadequate resources and lack of leadership support. These findings provide targets for tailoring the intervention to maximize the success of our stewardship program. Our support to sites with lower leadership scores includes training of local champions who are dedicated to supporting the intervention. For sites with low scores for resources, our targeted implementation strategies include analyzing local needs and avoiding increased workload for existing personnel.Funding: NoneDisclosures: None

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Soomro, Mansoor Ahmed, Mohd Hizam-Hanafiah, Nor Liza Abdullah, and Muhammad Shahar Jusoh. "Change readiness as a proposed dimension for Industry 4.0 readiness models." Logforum 17, no. 1 (March 30, 2021): 83–96. http://dx.doi.org/10.17270/j.log.2021.504.

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van Zeller, Luke. "Climate Change Readiness for Community Services." International Journal of Climate Change: Impacts and Responses 3, no. 4 (2012): 71–78. http://dx.doi.org/10.18848/1835-7156/cgp/v03i04/37137.

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Amis, John M., and Rachida Aïssaoui. "Readiness for Change: An Institutional Perspective." Journal of Change Management 13, no. 1 (March 2013): 69–95. http://dx.doi.org/10.1080/14697017.2013.768435.

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Øygarden, Olaug, and Aslaug Mikkelsen. "Readiness for Change and Good Translations." Journal of Change Management 20, no. 3 (February 2, 2020): 220–46. http://dx.doi.org/10.1080/14697017.2020.1720775.

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Dalton, Cindy C., and Laurie N. Gottlieb. "The concept of readiness to change." Journal of Advanced Nursing 42, no. 2 (April 2003): 108–17. http://dx.doi.org/10.1046/j.1365-2648.2003.02593.x.

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Walinga, Jennifer. "Toward a Theory of Change Readiness." Journal of Applied Behavioral Science 44, no. 3 (July 8, 2008): 315–47. http://dx.doi.org/10.1177/0021886308318967.

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Peterson, Shira M. "Understanding Early Educators’ Readiness to Change." NHSA Dialog 15, no. 1 (February 2012): 95–112. http://dx.doi.org/10.1080/15240754.2011.636492.

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Åhström, Mårten, Nils Larsson, and Lene Lindberg. "Change of Community Readiness Over Time." Health Promotion Practice 17, no. 4 (April 19, 2016): 586–95. http://dx.doi.org/10.1177/1524839916632741.

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Kristjánsson, S., Á. R. Helgason, I. Rosdahl, L.-E. Holm, and H. Ullén. "Readiness to change sun-protective behaviour." European Journal of Cancer Prevention 10, no. 3 (June 2001): 289–96. http://dx.doi.org/10.1097/00008469-200106000-00014.

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Vardaman, James M., John Matthew Amis, Paul Wright, and Ben Dyson. "Processual Mechanisms of Organizational Change Readiness." Academy of Management Proceedings 2014, no. 1 (January 2014): 17436. http://dx.doi.org/10.5465/ambpp.2014.17436abstract.

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Brandzel, Judy. "Readiness and Change in Couple Therapy." Psychiatric Services 47, no. 5 (May 1996): 541—a—542. http://dx.doi.org/10.1176/ps.47.5.541-a.

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Hardison, C. David. "Readiness, Action, and Resolve for Change." Quality Management in Health Care 6, no. 2 (1998): 44–51. http://dx.doi.org/10.1097/00019514-199806020-00006.

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McKay, Dean. "Motivational Interviewing: Accelerating Readiness to Change." Journal of Cognitive Psychotherapy 35, no. 2 (April 8, 2021): 87–89. http://dx.doi.org/10.1891/jcpsy-d-21-00005.

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Mitroshkina, O. V. "Specificity of psychological readiness for changes and psychological resilience in the employees of the State Criminal-Executive Service of Ukraine." Law and Safety 71, no. 4 (December 27, 2018): 118–25. http://dx.doi.org/10.32631/pb.2018.4.17.

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The work focuses on the study of psychological readiness for change and psychological resilience among employees of the State Criminal-Executive Service of Ukraine. It is shown that in the conditions of reforming, readiness for changes is a psychological condition for successful professional activity and personal self-realization of the staff of the criminal executive service. The content of the concept of “psychological readiness” and “psychological readiness for change” is disclosed, the purposefulness of the study of psychological resilience as one of the factors of psychological readiness for change is substantiated. The purpose of the study was to identify the features of the functioning of psychological readiness for changes in the context of psychological resilience of employees of the State Criminal-Executive Service of Ukraine. The PCRS (Change Personal Readiness Survey) method created by A. Rolnic, S. Heather, M. Gold, C. Hull (translation and adaptation by N. A. Bazhanova and G. L. Bardier) and questionnaire of human resilience (O. O. Rylska) were applied to solve empirical problems. The subjects were employees of the State Criminal-Executive Service of Ukraine, who were divided into groups according to the level of psychological readiness for change. The first group consisted of subjects with a high level of readiness for change, the second – with a low level. The scientific novelty of the research is determined by the fact that, for the first time, the features of psychological resilience in workers of the Criminal Executive Service of Ukraine in the context of psychological readiness for changes were established. It was found that the employees of the Criminal-Executive Service with a high level of psychological readiness for change are distinguished by the greater severity of psychological resilience components, such as adaptation and self-development. It is proved that the groups of employees of the Criminal-Executive Service with different levels of psychological readiness for change show differences in the structure of interrelationships between the components of psychological readiness for change and the components of psychological resilience. In both groups, the growth of psychological resilience on the whole is accompanied by a facilitation of psychological readiness for change. At the same time, in the group with high level of psychological readiness for change, there are almost twice as many interconnections between these phenomena, which indicate a more active interaction between them in this group, in contrast to the low-level group in which this interaction is rather limited. The obtained results allow us to conclude that the subjects with different levels of psychological readiness for change demonstrate differences both in the indicators of psychological resilience and in the structure of interrelations between the components of psychological readiness for change and psychological resilience. Less pronouncedness of a number of components of psychological readiness for change and a certain deficiency of its interaction with psychological resilience can hinder both the successful professional activity of low-level group and their optimal functioning in the personality’s sense. The results obtained in the study can be used to develop programs for psychological support of the professional activities of the staff of the Criminal-Executive Service at the stage of its reformation.

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Caliskan, Sibel, and Idil Isik. "Are you ready for the global change? Multicultural personality and readiness for organizational change." Journal of Organizational Change Management 29, no. 3 (May 9, 2016): 404–23. http://dx.doi.org/10.1108/jocm-07-2015-0119.

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Purpose – The purpose of this paper is to investigate employee readiness for their organizations’ global change and the predictive effect of their personality and perception of change. Design/methodology/approach – Participants were from work groups that are known to have various levels of contribution to the globalization process in a retail company. Following focus group study, surveys of multicultural personality (MP), organizational change (OC) perception, and individual readiness for global change were conducted. Findings – Results showed that the participants from the work groups with higher involvement in global work evaluated themselves more in terms of MP characteristics, with a more positive perception of OC process and climate, and more readiness for change. There was no effect of MP on OC perception or readiness for change. Perceived OC partially mediated the relationship between the perceived global content of the job and individual readiness for change. Research limitations/implications – The sample is relatively small which limits the external validity of the findings. Practical implications – Results revealed the importance of recruiting the right employees and corporate communication during the globalization process among all work groups. Originality/value – This study is one of the first that integrates OC in the process of globalization with employees’ MP. Further, it elaborates on how the perception of and readiness for OC differs across diverse work units throughout the globalization process.

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Fitrianna, Nurma, and Tri Siwi Agustina. "Transformational Leadership dan Commitment to Change: Dimediasi oleh Readiness for Change Studi Pada Karyawan PT. Telkom Divisi Regional V Surabaya." Jurnal Manajemen dan Bisnis Indonesia 2, no. 2 (February 1, 2015): 154–67. http://dx.doi.org/10.31843/jmbi.v2i2.47.

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Organizational change is a process whereby an organization change from the current state to the desired state to increase its effectiveness. These changes required the support of a leader, management, and all employees. The change will be successful if all of the organization's role in it. Someone who has a transformational leadership style will affect the readiness for change that will impact on the development and formation of commitment to change from employees. This study aimed to analyze the effect of transformational leadership toward commitment to change with readiness for change as a mediating variable. The variables used in this study are: transformational leadership, readiness for change, and commitment to change. This study uses a quantitative approach with survey method and supported by primary data from interviews and questionnaires. This study uses primary data from 70 employees, where the data is retrieved using a questionnaire distributed to permanent employees of PT. Telkom Divisi Regional V Surabaya. The analysis technique used is Partial Least Square (SmartPLS 3.0). The results showed that transformational leadership does not have a significant effect on the commitment to change, transformational leadership has a significant effect on the readiness for change, and readiness for change has a significant effect on the commitment to change. This means that the readiness for change proved to be a mediating variable and fully mediate between transformational leadership and commitment to change. Keyword: Transformational Leadership, Readiness for Change, and Commitment to Change

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Randall, C. L., K. Hort, C. E. Huebner, E. Mallott, L. Mancl, P. Milgrom, L. Nelson, K. Senturia, B. J. Weiner, and J. Cunha-Cruz. "Organizational Readiness to Implement System Changes in an Alaskan Tribal Dental Care Organization." JDR Clinical & Translational Research 5, no. 2 (September 9, 2019): 156–65. http://dx.doi.org/10.1177/2380084419871904.

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Introduction: Tribal health care systems are striving to implement internal changes to improve dental care access and delivery and reduce health inequities for American Indian and Alaska Native children. Within similar systems, organizational readiness to implement change has been associated with adoption of system-level changes and affected by organizational factors, including culture, resources, and structure. Objectives: The objectives of this study were to assess organizational readiness to implement changes related to delivery of evidence-based dental care within a tribal health care organization and determine workforce- and perceived work environment–related factors associated with readiness. Methods: A 92-item questionnaire was completed online by 78 employees, including dental providers, dental assistants, and support staff (88% response rate). The questionnaire queried readiness for implementation (Organizational Readiness for Implementing Change), organizational context and resources, workforce issues, organizational functioning, and demographics. Results: Average scores for the change commitment and change efficacy domains (readiness for implementation) were 3.93 (SD = .75) and 3.85 (SD = .80), respectively, where the maximum best score was 5. Perceived quality of management, a facet of organizational functioning, was the only significant predictor of readiness to implement change (B = .727, SE = .181, P < .0002) when all other variables were accounted for. Conclusion: Results suggest that when staff members (including dentists, dental therapists, hygienists, assistants, and support staff) from a tribal health care organization perceive management to be high quality, they are more supportive of organizational changes that promote evidence-based practices. Readiness-for-change scores indicate an organization capable of institutional adoption of new policies and procedures. In this case, use of more effective management strategies may be one of the changes most critical for enhancing institutional behaviors to improve population health and reduce health inequities. Knowledge Transfer Statement: The results of this study can be used by clinicians and other leaders implementing changes within dental care organizations. To promote organizational readiness for change and, ultimately, more expedient and efficient adoption of system-level changes by stakeholders, consideration should be given to organizational functioning generally and quality of management practices specifically.

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Armenakis, Achilles A., and William B. Fredenberger. "Organizational change readiness practices of business turnaround change agents." Knowledge and Process Management 4, no. 3 (September 1997): 143–52. http://dx.doi.org/10.1002/(sici)1099-1441(199709)4:3<143::aid-kpm93>3.0.co;2-7.

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Parashar, Anshu, and Jitender Kumar Chhabra. "Measuring Change-Readiness of Classes by Mining Change-History." ACM SIGSOFT Software Engineering Notes 39, no. 6 (December 9, 2014): 1–5. http://dx.doi.org/10.1145/2674632.2674642.

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Puspitasari, Indah. "Pengaruh Organizational Trust terhadap Kesiapan Individu untuk Menjalankan Perubahan Sistem Manajemen SDM di PT “X” Bandung." Humanitas (Jurnal Psikologi) 2, no. 2 (August 23, 2018): 153–64. http://dx.doi.org/10.28932/humanitas.v2i2.1571.

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The aim of this study was to analyze the roles of organizational trust on the individual readiness for HR management system change at PT "X" Bandung. High level of individual readiness for change will increase the effectiveness of organizational change program. Population of this study was employees of PT "X" Bandung. Sampling was done by using purposive sampling technique with the criteria of being a permanent employee and having worked at least 1 year at PT “X”Bandung. A total of 100 respondents participated in this study. Data collection methods using individual readiness for change scale and organizational trust scale. Reliability score for individual readiness for is 0.919 and reliability score of organizational trust is 0.844. Simple linear regression analysis was used to test the hypotesis. Result indicated a significant effect organizational trust on the individual readiness for HR management system change at PT "X" Bandung. Data analysis showed that organizational trust play a role in improving individual readiness for changes (R2 = 0.085; p <0.05). This means that contribution of individual readiness changes is 8.5% and 91.5% is influenced by other factors not measured in this study.

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Prianto, Agus, Ira Kurniati, Mohammad Taufiq Wahyudi, and Eva Yulistia. "Berbagai Faktor Penentu Kesiapan Untuk Berubah Dan Pengaruhnya Terhadap Keberlangsungan Kegiatan UMKM Di Wilayah Terdamak Wabah Covid-19." Capital: Jurnal Ekonomi dan Manajemen 4, no. 1 (August 26, 2020): 14. http://dx.doi.org/10.25273/capital.v4i1.7356.

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

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Gavrilov-Jerkovic, Vesna. "The profile of client's readiness for change and preference to typical processes of change." Psihologija 37, no. 1 (2004): 89–108. http://dx.doi.org/10.2298/psi0401089g.

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In the theoretical part of this paper author considers the difficulties to define phenomenon of patient's readiness to change and proposes dimensions of transtheoretical model of change, that is, stages of change and processes as conceptual frames for exceeding those difficulties. Through the research author investigates the possibility to identify typical profiles of patient's readiness from the data about measured levels of particular stages of change. The results infer that several typical profiles of readiness can be identified and that it is possible that these profiles could be connected with tendency of patients to prefer passive or action-restructure processes of change.

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Vakola, Maria. "What's in there for me? Individual readiness to change and the perceived impact of organizational change." Leadership & Organization Development Journal 35, no. 3 (April 29, 2014): 195–209. http://dx.doi.org/10.1108/lodj-05-2012-0064.

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Purpose – 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. Design/methodology/approach – In all, 183 employees of a technological company based in Greece completed a questionnaire. This company was implementing a large scale restructuring change project. Findings – The results show that perceived impact of change mediates the relationship between the pre-change conditions and work attitudes and individual readiness to change. Practical implications – 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. Originality/value – 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.

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Lercel, Damon. "Gaining Perspective of an Industry’s Readiness for Regulatory Change: A Case Study From the Aviation Industry." Journal of Management and Strategy 10, no. 3 (March 27, 2019): 15. http://dx.doi.org/10.5430/jms.v10n3p15.

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A change in regulatory policy regularly affects more than one organization and may involve an entire industry comprised of thousands of diverse organizations. These types of regulatory changes often encounter significant resistance from industry stakeholders as they often view new regulation with a certain level of skepticism, contributing to policy gridlock. A significant factor in whether any change initiative fails or succeeds is the organization’s readiness for change. However, a preponderance of the organizational change research to date has focused on individuals, targeted small groups, or single organizations – little has focused on regulatory policy changes that may affect a very large and diverse industry group. By better understanding an industry’s readiness for change, regulators may more effectively identify and understand the potential opposing forces, develop strategies to overcome these forces, and therefore may create a change vector. Recently, the Federal Aviation Administration proposed a major regulatory change affecting the United States’ aviation repair station industry. This heavily debated regulation would require industry organizations to develop a formal Safety Management Systems. Thus far the regulation has met stiff industry resistance. This research attempted to gain perspective of the industry’s readiness for change and found their overall readiness level was low. Although this research was limited in scope and intended as an initial exploration of change readiness concepts across a large industry faced with a proposed major public policy shift, the results suggest readiness for change assessments may assist public agencies with managing major regulatory change.

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York, Nancy L., Ellen J. Hahn, Mary Kay Rayens, and Jeff Talbert. "Community Readiness for Local Smoke-Free Policy Change." American Journal of Health Promotion 23, no. 2 (November 2008): 112–20. http://dx.doi.org/10.4278/ajhp.07021615.

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Purpose. The purpose of this study was to use the Community Readiness Model to examine local smoke-free policy development. Design, Setting, and Subjects. A descriptive, cross-sectional design was used to assess 64 Kentucky communities. Dimensions of readiness included a community's knowledge of the problem and existing voluntary smoke-free policies; leadership for policy development; resources for policy development; climate surrounding policy development; existing voluntary policy efforts; and political climate for policy development. Dimension scores were summed to identify one of six overall readiness stages: (1) unawareness; (2) vague awareness; (3) preplanning; (4) preparation; (5) initiation; and (6) endorsement. Analyses. Correlations between dimensions and overall readiness scores were evaluated. One-way analysis of variance was used to evaluate regional trends, and multiple regression was used to assess the influence of sociodemographic/political variables on policy readiness. Results. The knowledge dimension rated highest, and community climate rated lowest. Most communities were in the lower stages of readiness. No relationship was found between overall readiness and region (F[4,59] = 1.17; p > .05); nor were there regional differences among dimension scores. Smaller communities were less ready for local policy development than larger ones (adjusted R2 = .25; p = .003). Conclusions. The Community Readiness Model is appropriate for understanding local policy development, and it provides advocates with information that may prove helpful in advancing smoke-free policy. (Am J Health Promot 2008;23[2]:112–120.)

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Howard, Kristen R. "Childhood Overweight: Parental Perceptions and Readiness for Change." Journal of School Nursing 23, no. 2 (April 2007): 73–79. http://dx.doi.org/10.1177/10598405070230020301.

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Although the national health crisis of childhood obesity is a well-documented problem, few if any clinical interventions have had success in curbing its growth. In fact, childhood obesity, along with its associated morbidities, continues to climb even in the face of increased awareness. Research shows that factors contributing to obesity are almost entirely modifiable on some level. Furthermore, specific behavior changes have been shown to result in positive outcomes, yet these changes have not been widely implemented by practitioners, families, or individuals. The transtheoretical model of health behavior change offers insight into assessing individuals and targeting interventions for behavior change. This article focuses on guiding school nurses to assess parents of school-age children at risk for obesity for readiness for health behavior change, then choosing parent-focused interventions based on their stage of readiness for change.

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Howard, Kristen R. "Childhood Overweight: Parental Perceptions and Readiness for Change." Journal of Near Infrared Spectroscopy 23, no. 2 (April 2015): 73–79. http://dx.doi.org/10.1177/096703350702300201.

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Although the national health crisis of childhood obesity is a well-documented problem, few if any clinical interventions have had success in curbing its growth. In fact, childhood obesity, along with its associated morbidities, continues to climb even in the face of increased awareness. Research shows that factors contributing to obesity are almost entirely modifiable on some level. Furthermore, specific behavior changes have been shown to result in positive outcomes, yet these changes have not been widely implemented by practitioners, families, or individuals. The transtheoretical model of health behavior change offers insight into assessing individuals and targeting interventions for behavior change. This article focuses on guiding school nurses to assess parents of school-age children at risk for obesity for readiness for health behavior change, then choosing parent-focused interventions based on their stage of readiness for change.

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Duxbury, Linda, Craig Bennell, Michael Halinski, and Steven Murphy. "Change or be changed: Diagnosing the readiness to change in the Canadian police sector." Police Journal: Theory, Practice and Principles 91, no. 4 (November 22, 2017): 316–38. http://dx.doi.org/10.1177/0032258x17740317.

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Concerns have emerged over the readiness of police agencies to adapt to change. To better understand why this might be the case, we used Lewin’s theory of change and an emic methodology to investigate the internal and external forces for and against change within this sector. Using a qualitative methodology we analysed the data from 103 interviews with key police and community stakeholders to identify the drivers and barriers to planned change. Examination of the resulting force field diagram revealed that: (1) community stakeholders feel the forces for change exceed the barriers, while police stakeholders perceive the reverse, (2) strong drivers of change are largely external to the police service, (3) key barriers to change were internal to the police service, and (4) police culture is a strong barrier to change. We end by offering suggestions on how this information can be used to manage change in this sector better.

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Grimolizzi-Jensen, Conrado J. "Organizational Change: Effect of Motivational Interviewing on Readiness to Change." Journal of Change Management 18, no. 1 (July 6, 2017): 54–69. http://dx.doi.org/10.1080/14697017.2017.1349162.

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Tsalits, Aktsar Hamdi, and Gugup Kismono. "Organizational culture types and individual readiness for change: evidence from Indonesia." Diponegoro International Journal of Business 2, no. 2 (December 31, 2019): 86. http://dx.doi.org/10.14710/dijb.2.2.2019.86-95.

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This study aims to examine the effect of organizational culture types on individual readiness for change in Indonesia as a country with high collectivism. Specifically, this study examines the effect of four types of culture namely clan, adhocracy, market, and hierarchy on individual readiness for change. The sample of this study was 264 employees of XYZ Company, a family company in Indonesia that made changes by releasing part of its shares into the stock market. Test results using simple regression support the hypothesis that clan culture and adhocracy have a positive effect on individual readiness for change. However, the influence of market culture and hierarchy on individual readiness for change was also found to be positive instead of negative as hypothesized. Discussions and suggestions for future research are presented.

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Santiana, I. Made, Ni Made Sri Nopiyani, and Dyah Pradnyaparamita Duarsa. "Readiness to change towards accredited public health centres (PHCs) in West Lombok." Public Health and Preventive Medicine Archive 6, no. 1 (July 1, 2018): 42. http://dx.doi.org/10.15562/phpma.v6i1.8.

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AbstractBackground and purpose: The 2016 Report of Performance Accountability of Government Agencies, Ministry of Health of Indonesia showed only a small proportion of public health centres (PHCs) are accredited. In West Lombok District, some PHCs are not accredited. This study aims to examine factors associated with PHC’s staff readiness for accreditation.Methods: A cross-sectional survey was employed involving seven non-accredited PHCs. A total of 165 out of 310 PHC’s staff were recruited using a systematic random sampling. Data was collected from February to March 2017. Self-administered questionnaire was used to collect data on socio-demographic characteristics, duration of service, content, process, and context changes, individual attributes, and readiness to change. Logistic regression was applied to examine the association between readiness to change with independent variables.Results: As many as 72.1% of respondents are ready to change. From the change efficacy and appropriateness dimensions, as many as 46.1% and 97.0% of respondents are ready to change. Multivariate analysis shows an association between readiness to change with administrative systems (AOR=4.47; 95%CI: 2.05-9.74) and working procedure (AOR=2.95; 95%CI: 1.19-7.30). There is no significant association between readiness to change with technological improvement, promotional strategy, staff engagement, organisational commitment and managerial support from health offices.Conclusions: The readiness to change among PHC’s staff is high. The availability of working procedure and administrative systems improves PHC’s staff readiness for the accreditation. These findings suggest the importance of inclusion of all PHC’s staff during the accreditation processes.

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Journal articles on the topic 'Readiness for change'

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