Ready for a Change? A Longitudinal Study of Antecedents, Consequences and Contingencies of Readiness for Change

Drzensky, Frank; Egold, Nikolai; Dick, Rolf van

doi:10.1080/14697017.2011.652377

Cited by 75 publications

(68 citation statements)

References 28 publications

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“…Readiness refers to the willingness and ability of an organization, community, or coalition to implement an innovation (i.e., a program, policy, or process new to that setting; Drzensky, Egold, & van Dick, 2012;Weiner, 2009). It has been the subject of research and application (Dearing, 2018;Weiner, Amick, & Lee, 2008) due to its relevance across levels of intervention (Rafferty, Jimmieson, & Armenakis, 2013) and role as a critical precursor for implementation success (Kampstra et al, 2018;Kelly, Hegarty, Barry, Dyer, & Horgan, 2017).…”

Section: Readinessmentioning

confidence: 99%

Readiness and Relationships Are Crucial for Coalitions and Collaboratives: Concepts and Evaluation Tools

Hajjar

Cook²,

Domlyn³

et al. 2020

New Drctns Evaluation

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Collaboration is identified as an essential component for the successful implementation of a wide range of policies and programs. A major collaboration challenge, particularly in large community initiatives, is the need for multiple organizations to develop strategic partnerships around a shared purpose. Due to the importance of collaboration in achieving desired outcomes, the readiness of organizations to collaborate, and the quality of relationships between organizations are key, particularly in the formation stage. This is especially true of community coalitions, where collaboration requires comprehensive planning, shared decision‐making among stakeholders, and a high level of productivity and quality of relationships based on trust and mutual respect. In this chapter, we present two evidence‐based frameworks and evaluation tools that can be used to assess and build readiness and high‐quality relationships in efforts to improve community outcomes. This is illustrated in a case example of a new community coalition focused on increasing youth safety and improving police‐community relationships in a high crime neighborhood. Implications and lessons learned are discussed.

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Section: Readinessmentioning

confidence: 99%

Readiness and Relationships Are Crucial for Coalitions and Collaboratives: Concepts and Evaluation Tools

Hajjar

Cook²,

Domlyn³

et al. 2020

New Drctns Evaluation

View full text Add to dashboard Cite

show abstract

“…In a recent study, Fuchs and Edwards (2012) examine the relationships between pro change behavior and interpersonal justices through the mediation of organizational identification and found partially mediated. In another study, Drzensky et al, (2012) find a positive relationship between organizational identification and employee readiness for change. On the basis of mutual understanding, an employee develops an attachment to an organization, and identifies with and becomes involved in the activities of the organization.…”

Section: Insert Figure 2 Herementioning

confidence: 99%

Big data in an HR context: Exploring organizational change readiness, employee attitudes and behaviors

Shah

Irani

Sharif

2017

Journal of Business Research

198

127

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This research highlights a contextual application for Big Data within a HR case study setting. This is achieved through the development of a normative conceptual model that seeks to envelop employee behaviours and attitudes in the context of organisational change readiness. This empirical application considers a data sample from a large public sector organization and through applying Structural EquationModelling (SEM) identifies salary, job promotion, organizational loyalty and organizational identity influences on employee job satisfaction (suggesting and mediating employee readiness for organizational change). However in considering this specific context, the authors highlight how, where and why such a normative approach to employee factors may be limited and thus, proposes through a framework which brings together Big Data principles, implementation approaches and management commitment requirements can be applied and harnessed more effectively in order to assess employee attitudes and behaviours as part of wider HR predictive analytics (HRPA) approaches. The researchers conclude with a discussion on these research elements and a set of practical, conceptual and management implications of the findings along with recommendations for future research in the area.

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“…There is general agreement in the organizational literature that readiness is an essential part of successfully implementing an innovation (e.g., Drzensky, Egold, & Van Dick, 2012;Greenhalgh, Robert, MacFarlane, Bate, & Kyriakidou, 2004;Hall & Hord, 2011;Holt & Vardaman, 2013;Simpson, 2002;Weiner, 2009). Readiness refers to the extent to which an organization is both willing and able to implement a particular innovation (Drzensky et al, 2012;Rafferty, Jimmieson, & Armenakis, 2013;Weiner, Amick, & Lee, 2008;Weiner, 2009).…”

mentioning

confidence: 99%

A PRACTICAL IMPLEMENTATION SCIENCE HEURISTIC FOR ORGANIZATIONAL READINESS: R = MC²

Scaccia

Cook

Lamont

et al. 2015

Journal Community Psychology

268

307

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There are many challenges when an innovation (i.e., a program, process, or policy that is new to an organization) is actively introduced into an organization. One critical component for successful implementation is the organization’s readiness for the innovation. In this article, we propose a practical implementation science heuristic, abbreviated as R= MC2. We propose that organizational readiness involves: 1) the motivation to implement an innovation, 2) the general capacities of an organization, and 3) the innovation-specific capacities needed for a particular innovation. Each of these components can be assessed independently and be used formatively. The heuristic can be used by organizations to assess readiness to implement and by training and technical assistance providers to help build organizational readiness. We present an illustration of the heuristic by showing how behavioral health organizations differ in readiness to implement a peer specialist initiative. Implications for research and practice of organizational readiness are discussed.

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Ready for a Change? A Longitudinal Study of Antecedents, Consequences and Contingencies of Readiness for Change

Cited by 75 publications

References 28 publications

Readiness and Relationships Are Crucial for Coalitions and Collaboratives: Concepts and Evaluation Tools

Readiness and Relationships Are Crucial for Coalitions and Collaboratives: Concepts and Evaluation Tools

Big data in an HR context: Exploring organizational change readiness, employee attitudes and behaviors

A PRACTICAL IMPLEMENTATION SCIENCE HEURISTIC FOR ORGANIZATIONAL READINESS: R = MC²

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Ready for a Change? A Longitudinal Study of Antecedents, Consequences and Contingencies of Readiness for Change

Cited by 75 publications

References 28 publications

Readiness and Relationships Are Crucial for Coalitions and Collaboratives: Concepts and Evaluation Tools

Readiness and Relationships Are Crucial for Coalitions and Collaboratives: Concepts and Evaluation Tools

Big data in an HR context: Exploring organizational change readiness, employee attitudes and behaviors

A PRACTICAL IMPLEMENTATION SCIENCE HEURISTIC FOR ORGANIZATIONAL READINESS: R = MC2

Contact Info

Product

Resources

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A PRACTICAL IMPLEMENTATION SCIENCE HEURISTIC FOR ORGANIZATIONAL READINESS: R = MC²