Ready or not...? What's the relevance of a meso level approach to the study of readiness for change
AbstractOrganizational change often yields limited success. Failure in many cases is due to the lack of motivation or readiness for change among organizational members. This study proposes and tests a meso-level model of readiness for change. More specifically this article examined the influence of organizational climate factors on readiness for change over and above the effects of their eponymous lower level psychological climate variables (i.e., trust in top management, history of change, participation in decision making, and quality of change communication). By means of a large scale survey administered in 84 Belgian companies, a total of 2543 responses were collected. HLM analyses revealed a contextual effect for quality of change communication on the three components of readiness for change (emotional, cognitive and intentional), even after controlling for psychological change climate. Furthermore, the results indicated that the individual perceptions of history of change, participation in decision making, and quality of change communication were positively correlated with readiness for change. These findings are discussed in relation to previous literature.
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Bibliographic InfoPaper provided by Vlerick Leuven Gent Management School in its series Vlerick Leuven Gent Management School Working Paper Series with number 2008-20.
Length: 42 pages
Date of creation: 27 Oct 2008
Date of revision:
readiness for change; meso-level perspective; history of change; trust in top management; participation in decision making; and quality of change communication.;
This paper has been announced in the following NEP Reports:
- NEP-ALL-2009-01-03 (All new papers)
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