Scale development and construct clarification of change recipient proactivity

2020 ◽  
Vol 49 (8) ◽  
pp. 1619-1635 ◽  
Author(s):  
Ahmad Bayiz Ahmad ◽  
Bangcheng Liu ◽  
Atif Saleem Butt
Keyword(s):  
Organizational Change ◽  
Affective Commitment ◽  
Empirical Studies ◽  
Readiness For Change ◽  
Planned Change ◽  
Content Type ◽  
Domain Specific ◽  
Development Framework ◽  
Response To Change ◽  
Change Efforts

Purpose The purpose of this paper is to develop a standardized, psychometrically sound instrument for the emerging construct of change recipient proactivity (CRP), using a deductive approach. Design/methodology/approach Using a systematic item-development framework as a guide (i.e. item generation, questionnaire administration, item reduction and scale evaluation) and based on a sample of 414 white-collar employees, this paper discusses the development and validation of an instrument that can be used to measure change recipient’s proactive behavioral responses to planned change efforts. Findings Results suggest that our proposed CRP scale is internally consistent (reliable) and valid in that it is conceptually distinct from, yet empirically correlated with neighboring constructs such as affective commitment to change, readiness for change and proactive personality. Research limitations/implications The findings illustrate that change recipients can demonstrate proactive behaviors in response to change efforts. However, this study’s contribution is only a first step, requiring further theoretical and methodological refinement of the scale in different contexts. Originality/value The deductive nature of our study resulted in a comprehensive and domain-specific scale assessing recipients’ proactive responses to organizational change efforts. This opens doors to empirical studies on examining the conditions under which change recipients “may” step outside the boundaries of passivity to respond positively and proactivity to organizational change efforts.

The effects of leadership competencies and quality of work on the perceived readiness for organizational change among nurse managers

2017 ◽  
Vol 30 (4) ◽  
pp. 443-456 ◽  
Author(s):  
Mahmoud Al-Hussami ◽  
Sawsan Hamad ◽  
Muhammad Darawad ◽  
Mahmoud Maharmeh
Keyword(s):  
Organizational Change ◽  
Nurse Managers ◽  
Negative Impact ◽  
Leadership Competencies ◽  
Readiness For Change ◽  
Content Type ◽  
Quality Of Work ◽  
Guidance Program ◽  
Change Efforts

Purpose This paper aims to set a leadership guidance program that can promote nurses’ knowledge of leadership and, at the same time, to enhance their leadership competencies and quality of work to promote their readiness for change in healthcare organizations. Design/methodology/approach A pre-experimental, one-group pretest-posttest design was utilized. Out of 90 invited to participate in this study, 61 nurses were accepted to participate. Findings The statistical analyses suggested several significant differences between pre- and in-service nurse managers about leadership competencies, quality of work and readiness for change. Yet, findings from the background characteristics were not found to be significant and had no effects on the perceived readiness for change. Research limitations/implications The present study highlights the importance of leadership competencies and quality of work that healthcare policymakers identify for the success of organizational change efforts. Practical implications Healthcare policymakers, including directors of nursing, should focus on applications that increase leadership competencies and overall satisfaction of the nurse managers to support the changes in hospitals and supporting learning organization. Hence, they should establish policies that decrease the possible negative impact of planned change efforts. Originality/value Competent nurse managers enhance their readiness for change, which in turn helps nurses in constructive change processes. A leadership guidance program should be set for nurse managers. This study has important implications for hospital administrators and directors of nursing.

scholarly journals The effect of change leadership on employee attitudinal support for planned organizational change

2021 ◽  
Vol 34 (2) ◽  
pp. 403-415
Author(s):  
Gechinti Bede Onyeneke ◽  
Tomokazu Abe
Keyword(s):  
Organizational Change ◽  
Behavioral Intentions ◽  
Cognitive Appraisal ◽  
Leadership Behaviors ◽  
Change Leadership ◽  
Planned Change ◽  
Equation Modeling ◽  
Content Type ◽  
Change Leadership Behaviors ◽  
Change Efforts

Purpose The purpose of this paper is to examine how change leadership activities help bring about employee support for planned organizational change.Design/methodology/approachUsing a non-experimental quantitative research design, and a self-administered Likert-type questionnaire survey, the study sourced data from employees in an organization undergoing significant change. Data analysis was by structural equation modeling (SEM).FindingsChange leadership behaviors bearing on; visioning, communication, participation, support and concern for change participants' interests were found to be of significant importance in ensuring employee buy-in and support for planned change efforts. Although change leadership had no direct effect on employees' behavioral intentions to support change, it was strongly related to employee cognitive appraisal of change. The relationship between change leadership and employee behavioral intentions to support planned change was serially mediated by employee cognitive appraisal and emotional response toward the planned change event.Practical implicationsIn appraising planned organizational change efforts, managers tend to focus on employee behaviors toward the change instead of conditions that drive such behaviors. This study underscores the need to focus on employee attitudes as precursors to desired behavior toward change.Originality/valuePrior research suggests that change leadership behaviors affect employee attitudinal reactions to change but yet lacked empirical validation. By applying a multidimensional approach to attitude and investigating its hierarchy of effects, this study enhanced our accuracy in explaining the influence change leadership has on employee attitudinal support for change.

Sustainable development through commitment to organizational change: the implications of organizational culture and individual readiness for change

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Anja Hagen Olafsen ◽  
Etty R. Nilsen ◽  
Stian Smedsrud ◽  
Denisa Kamaric
Keyword(s):  
Organizational Culture ◽  
Organizational Change ◽  
Affective Commitment ◽  
Readiness For Change ◽  
Change Initiatives ◽  
Commitment To Change ◽  
Content Type ◽  
Change Commitment ◽  
Nuanced Understanding ◽  
Organizational Issue

Purpose Future organizations must focus on their ability to change to be sustainable, and this calls more attention to sustainability as an organizational issue. However, change initiatives often fail because of a lack of employee commitment. The purpose of this study is to examine how organizational culture and individual readiness for change (IRFC) relate to types of commitment to change. Design/methodology/approach Survey data from a sample of 259 employees in a Norwegian public organization undergoing major strategic changes were used to test the hypothesized relations. Findings The results show that flexible and stable organizational cultures did not relate differently to types of change commitment. This may indicate that the strength, rather than the type, of organizational culture is vital for change commitment. Nevertheless, a flexible organizational culture had a clearer relation to positive change commitment; in part through its positive relation with both change self-efficacy and negative personal valence. These are important dimensions of IRFC. Originality/value The study contributes to a nuanced understanding of the role of contextual and individual factors in explaining various types of commitment to organizational change, in particular, by examining the distinction between flexible and stable organizational culture, as well as separate dimensions of IRFC. A flexible culture together with both of the included dimensions of IRFC is shown to be of importance in fostering affective commitment to change – the gold standard of change commitment. Recognizing sustainability as an organizational issue underscores the need for creating a culture conducive to change.

Assessing individual readiness for change in healthcare: a review of measurement scales

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Lisa Beasley ◽  
Sandra Grace ◽  
Louise Horstmanshof
Keyword(s):  
Scoping Review ◽  
Literature Search ◽  
Readiness For Change ◽  
Secondary Outcome ◽  
Individual Response ◽  
Content Type ◽  
Healthcare Environment ◽  
Scoping Reviews ◽  
Change Leaders ◽  
Response To Change

PurposeUnderstanding how individuals respond and adapt to change is essential to assist leaders to manage transformational change effectively. Contemporary health care environments are characterised by frequent and rapid change, often with unrealistic and challenging timeframes. Researchers have employed a range of assessment scales to assess individual readiness for change. Hence, to select the appropriate scale, it is critical to compare the properties of these instruments. A scoping review will be conducted to identify scales that measure an individual's response to change in the healthcare environment.Design/methodology/approachIn this article the authors used the PIC (Population or Problem, Interest, and Context) design and undertook a comprehensive literature search conducted in Eric, MEDLINE, EmCare, CINAHL, PsychINFO and PubMed. Management databases were also searched including Business Source Premium (Ebesco) and Business Collection (InfoRMIT). Reference lists were scrutinized, and citation searches were performed of the included studies. The primary outcome was the quality of the literature searches and the secondary outcome was time spent on the literature search when the PIC model was used as a search strategy tool, compared to the use of another conceptualizing tool or unguided searching.FindingsThis scoping review identified eight scales used to measure an individual's response to change. This scoping review did not identify any individual change readiness scales specifically designed for use in the healthcare environment. However, two scales (the Acceptance of Change Scale and the Resistance to Change Scale) had applicability across a wide variety of organisational settings.Research limitations/implicationsScoping reviews do not set out to comprehensively source all relevant literature but rather to ascertain the nature and extent of the published literature in the field. Therefore, it is possible that a systematic review might uncover additional relevant papers.Practical implicationsThis scoping review will assist change leaders to gain a better understanding of the different scales used to measure individual response to change.Originality/valueTo manage change effectively, change leaders first need to develop an understanding of how individuals respond and adapt to change. Change leaders require the necessary scales to assist them to understand change processes, providing an understanding of where individuals are placed on the change continuum. To the best of the authors' knowledge, this scoping review is the first of its kind to identify and review scales to measure individual response to change.

Enhancing consumer engagement in e-commerce live streaming via relational bonds

2020 ◽  
Vol 30 (3) ◽  
pp. 1019-1041 ◽  
Author(s):  
Mingyao Hu ◽  
Sohail S. Chaudhry
Keyword(s):  
Relationship Marketing ◽  
Affective Commitment ◽  
Structural Model ◽  
Empirical Studies ◽  
Measurement Model ◽  
Live Streaming ◽  
Consumer Engagement ◽  
Content Type ◽  
Online Marketplace ◽  
Practical Implications

PurposeEnhancing consumer engagement in e-commerce live streaming is critical for e-commerce operators to build relationships and create consumer loyalty. Using the stimulus–organism–response model and theories from relationship marketing, the authors develop and test an integrative conceptual framework that combines various relational bonds, affective commitment, and consumer engagement.Design/methodology/approachUsing 327 valid responses from consumers of Taobao Live, the authors employed the software Mplus7.0 to evaluate the measurement model and the structural model.FindingsThe results empirically demonstrate that social and structural bonds positively affect consumer engagement directly and indirectly via affective commitment, while financial bonds have only an indirect effect via affective commitment on consumer engagement.Practical implicationsThe findings provide useful insights for e-commerce operators, who should invest in establishing relational bonds and stimulating affective commitment to improve consumer engagement.Originality/valueThis study adds to e-commerce research by being one of the first empirical studies on e-commerce live streaming, extends the marketing literature by integrating different relational bonds as antecedents of consumer engagement from the relational perspective, and enriches the affective commitment literature by distinguishing commitment to the online marketplace from commitment to the broadcaster.

Listening to the organization: change evaluation with discourse analysis

2018 ◽  
Vol 31 (5) ◽  
pp. 1040-1053 ◽  
Author(s):  
Ozgur Akarsu ◽  
Mehmet Gencer ◽  
Savaş Yıldırım
Keyword(s):  
Text Mining ◽  
Change Management ◽  
Performance Management ◽  
Planned Change ◽  
Content Type ◽  
Additional Information ◽  
Continuous Feedback ◽  
Secondary Information ◽  
Changes Over Time ◽  
Change Efforts

Purpose Change is continuous and leaves many digital traces in contemporary organizations, while research on change usually lacks such continuity. The purpose of this paper is to test and explore the claim that change can be monitored through employee discourse. In doing so, the authors introduce basic text mining methods to detect prevailing keywords and their changes over time. Such monitoring of content and its change promises a continuous feedback and improvement for change management efforts. Design/methodology/approach The authors use a mixed research design, combining an ethnographic approach with digital methods. The quantitative element of the method involves applying text mining techniques to a document corpus that is representative of people in organizations, and is originally collected as part of a relatively common performance management system. The findings about discursive categories and their change patterns through time are then combined with observations and secondary information about change management for interpretation. Findings By combining these measurements with additional information about the change program in focus, the authors develop an interpretation of the dynamics of organizational change. Results showed that even in a successfully implied change effort that realize the planned targets, change does not occur directly and fully, with some elements of discourse being more persistent than others. Research limitations/implications Method of the research presents a new way of monitoring discursive change. Its incorporation into practice potentially allows for timely correction of change efforts and increasing possibility of success. Originality/value This research provides a framework for understanding how, and to what extent, planned change efforts effect organizations. Furthermore, the method developed in this research presents an innovative approach to monitor discursive change and timely managerial intervention.

The impact of institutional culture on change initiatives in an electric utility company in Africa

2016 ◽  
Vol 7 (3) ◽  
pp. 295-313 ◽  
Author(s):  
Moses Jumbe ◽  
Cecile N. Gerwel Proches
Keyword(s):  
Electric Utility ◽  
Organisational Culture ◽  
Cultural Analysis ◽  
Readiness For Change ◽  
Change Initiatives ◽  
Critical Determinant ◽  
Content Type ◽  
Utility Company ◽  
The Impact ◽  
Change Efforts

Purpose Organisational culture is increasingly being recognised as a critical determinant of the success or failure of organisational change efforts. A power utility company in Africa was undergoing planned change driven by its ambitious vision of becoming one of the top five performing utilities in the world. The purpose of this paper is to explore how the organisation’s culture was impacting on the change initiatives of one of the organisation’s operating units. The study also sought to investigate the robustness of the change model employed to inform the change process. Design/methodology/approach The study employed qualitative research methods for data collection, sampling and analysis. Ten semi-structured, in-depth interviews were conducted with managers, supervisory and non-supervisory staff in the operating unit. Data analysis was by means of thematic analysis. Findings Organisational culture was found to be impacting the operating unit’s change efforts. According to the participants, cultural analysis to determine organisational readiness for change was not adequately undertaken. The cultural factors of, among others, communication, feedback, involvement, and consultations negatively impacted the change efforts. The participants’ perceptions were that leadership failed to connect employees to the vision. Originality/value The paper provides insight into the importance of leadership’s understanding and consideration of organisational culture in change initiatives. Cultural analyses before embarking on change assists leaders in identifying and then strengthening or changing cultural tenets implicated by the change initiatives.

Assurance of learning: moving from a compliance to an improvement culture

2017 ◽  
Vol 32 (3-4) ◽  
pp. 152-170 ◽  
Author(s):  
Misty M. Bennett ◽  
Karl L. Smart ◽  
Anil Kumar
Keyword(s):  
Student Learning ◽  
Empirical Studies ◽  
Planned Change ◽  
Learning Goals ◽  
Content Type ◽  
Study Approach ◽  
Assessment Culture ◽  
Current State ◽  
Assurance Of Learning

Purpose The purpose of this paper is to describe an organizational change effort that the College of Business Administration at a Midwestern university undertook to transform assurance of learning (AoL) from an inefficient process focused on responding to accreditors to the one that embraced continuous improvement focused on student learning. Design/methodology/approach A case study approach was employed along with the analysis of historical documents, interviews with stakeholders in the college, and a review from an external expert to reveal root problematic causes behind the current state of AoL in the college. Lewin’s model of planned change was applied at the beginning of the process to identify the ways to unfreeze the current state of assessment, implement changes, and refreeze by identifying rewards and incentives for faculty to institutionalize the new assessment culture of student learning. Findings Four root problematic areas were revealed behind the current state of AoL in the college: faculty resistance and lack of engagement, structural and communication challenges, inconsistency across degree programs, and misalignment of the college vision and mission with program learning goals. Improved communication and coordination between assessment groups and increasing faculty ownership were identified as the key factors for a successful AoL process. Practical implications Colleges looking to improve coordination of AoL activities and increase faculty engagement in the AoL process can implement many of the initiatives described in this study. Originality/value This case study takes into account new trends in the area of assessment and AoL and addresses common problems that colleges face regarding accreditation in an area where empirical studies do not exist.

Understanding continuance intention in traffic-related social media

2019 ◽  
Vol 30 (2) ◽  
pp. 539-573 ◽  
Author(s):  
Jengchung Victor Chen ◽  
Trang Nguyen ◽  
Marissa Oncheunjit
Keyword(s):  
Social Media ◽  
Affective Commitment ◽  
Empirical Studies ◽  
Social Capital Theory ◽  
Traffic Information ◽  
Continuance Intention ◽  
Information Systems Success ◽  
Community Based ◽  
Content Type ◽  
Social Media Platforms

Purpose Recent technological advances have led to the growing popularity of traffic-related social media platforms which facilitate drivers to easily share, consume and exchange traffic information instead of the traditional ways using TV or radio. By integrating the information systems success model, social capital theory and dedication-based commitment mechanism, the purpose of this paper is to examine the varying degree of effectiveness in maintaining user’s continuance intention between two different social media platforms for traffic information. Design/methodology/approach The data were collected through online questionnaires from two platforms. One is a multi-channel traffic information community that has been specialized in traffic information for many years and has adopted several kinds of social media to engage with its audience. The other is a community-based traffic application created to help people exchange and contribute traffic information with real-time navigation. Findings The findings show that the effects of satisfaction and affective commitment on continuance intention are stronger in the community-based traffic application while their antecedents play different roles in shaping satisfaction and affective commitment due to the nature and characteristics of these two groups. Originality/value This study will be the first attempt to understand what matters to users and what can retain users to routinely use a specific traffic-related social media platform in their daily lives. This is also one of the first empirical studies that examine both transactional and relational points of view on users’ continuance intention.

What’s organization knowledge management strategy for successful change implementation?

2016 ◽  
Vol 29 (7) ◽  
pp. 1097-1117 ◽  
Author(s):  
Muhammad Kashif Imran ◽  
Chaudhry Abdul Rehman ◽  
Usman Aslam ◽  
Ahmad Raza Bilal
Keyword(s):  
Organizational Change ◽  
Knowledge Management ◽  
Organizational Learning ◽  
Change Process ◽  
Banking Sector ◽  
Change Readiness ◽  
Readiness For Change ◽  
Rate Of Change ◽  
Content Type ◽  
Learning And Change

Purpose In recent times, progression of technology and growing demands of customers have substantially influenced the services sector to introduce fast real-time mechanisms for providing up-to-mark services. To meet these requirements, organizations are going to change their end-user operating systems but success rate of change is very low. The purpose of this paper is to address one of the practitioners’ complaint “no one tells us how to do it” and uncovers the indirect effects of knowledge management (KM) strategies: personalization and codification, toward organizational change via organizational learning and change readiness. The current study also highlights how organizational learning and change readiness are helpful to reduce the detrimental effects of organizational change cynicism toward success of a change process. Design/methodology/approach Temporal research design is used to get the appropriate responses from the targeted population in two stages such as pre-change (Time-1) and post-change (Time-2). In cumulative, 206 responses have been obtained from the banking sector of Pakistan. Findings The results of the current study are very promising as it has been stated that KM strategies have an indirect effect on successful organizational change through organizational learning and change readiness. Moreover, change cynicism has a weakening effect on a change process and can be managed through effective learning orientation of employees and developing readiness for change in organizations. Research limitations/implications Change agents have to use an optimal mix of personalization and codification strategies to develop learning environment and readiness for change in organizations that are beneficial for implementing a change successfully. Moreover, change readiness and organizational learning in the context of change are equally beneficial to reduce organizational change cynicism as well. Originality/value This study is introducing a unique model to initiate a change with the help of KM strategies, organizational learning and readiness for change.

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