Toward a Process-Based Approach of Conceptualizing Change Readiness

Abstract

Establishing change readiness may be one of the key factors in determining whether a given change intervention will ultimately be successful or not. Unfortunately, there is a good deal of conceptual confusion in the literature surrounding the term, illustrated by the sheer number of terms that are used to capture the construct (e.g., openness, receptivity, commitment, attitudes toward change) and the varying theoretical foundations that have been proposed. To arrive at a more conceptually sound notion of change readiness, the current article advocates moving beyond state-based conceptualizations toward a process model of change readiness. This process model has the advantage of serving as a framework against which to synthesize extant theorizing on change readiness, incorporating the influences of context and environment over time on an individual’s cognitive and affective evaluations and subsequent positive and proactive responses to change, and capturing readiness as a recursive and multidimensional process.

Two Stage Analysis of Successful Change Implementation of Knowledge Management Strategies in Energy Companies from Romania

“…Organizational CC negatively influences relationship between readiness for change and successful OC (Figure 1). [103]. This massive discussion concluded with the following hypothesis:…”

“…Likewise, Stanley et al [19] explained that CC is one of the main resistors to OC and argued that organizations opt for CR mechanisms to deal with resistance and CC. Readiness for change creates change efficacy and valance that are helpful to manage resistance toward change [103]. This massive discussion concluded with the following hypothesis:…”

Collaborative innovation in the Pakistan’s dairy industry: effectiveness of managerial leadership and organizational readiness

“…Given the relevance of innovation-based competitiveness in the food industry (Avermaete et al 2004;Estrada-Flores 2010) there is a need to better understand managerial leadership because managers bear the principal responsibility to prepare their firms becoming ready for innovation (Damanpour 1991;Stevens 2013). Thus, the question is not if, but how managers can prepare their organizations to innovate through buyer-supplier relationships in the food industry.…”

“…Within this field, organizational readiness has been widely studied in the literature on change management (Armenakis et al 1993;Armenakis & Bedeian 1999;Pettigrew et al 2001;Stevens 2013 This reflects the increasing importance of organizational capabilities to take prompt actions willingly in an accurate and reliable way when change occurs (Armenakis et al 1993;Stevens 2013). Thus, some scholars have explicitly acknowledged the centrality of higher level internal assessment of the organizations in order to develop such capabilities which may become a critical precursor for successfully implementing changes (Armenakis & Bedeian 1999;.…”

“…In the study, collaborative innovation readiness has been conceptualized as organizational preparedness to proactively anticipate and respond to the requirements for innovation through collaboration, which is similar to organizational readiness for change (Armenakis et al 1993;Stevens 2013). …”