scholarly journals Issues and Implications of Readiness to Change

2021 ◽  
Vol 11 (4) ◽  
pp. 140
Author(s):  
Yousef Ahmad Alolabi ◽  
Kartinah Ayupp ◽  
Muneer Al Dwaikat
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Readiness To Change ◽  
Organizational Readiness ◽  
Change Implementation ◽  
Organizational Level ◽  
Conceptual Paper ◽  
Successful Change ◽  
Organizational Readiness To Change ◽  
Level 2

In light of readiness to change, organizational readiness has received little attention with the extensive assessment of individual readiness to change. (1) Background: Therefore, this conceptual paper aims to address the need for change at the organizational level through the lenses of Lewin theory, organizational change theory, and social exchange theory. It will identify issues and implications in readiness to change at the organizational level; (2) Methods: The primary method used in the study was mainly a literature review to add neglected factors driving change such as contextual factors and technology. (3) Results: The paper shows how various players and other determinants of successful change implementation can derail the organization’s readiness to embrace change. (4) Conclusions: The paper adds to the available knowledge on how technology is likely to affect organizational willingness to change. The study suggests various solutions that seek to address the issues on organizational readiness to change. Hence, this study may provide organizational managers with takeaway implications on change management for policymakers and practitioners to improve an organization’s preparedness towards change implementation.

scholarly journals ORGANIZATIONAL READINESS TO CHANGE AND NURSING HOME SAFETY: RESULTS FROM A NATIONAL SURVEY

2019 ◽  
Vol 3 (Supplement_1) ◽  
pp. S767-S768
Author(s):  
Christine W Hartmann ◽  
Emma Quach ◽  
Shibei Zhao ◽  
Valerie Clark ◽  
Sarah McDannold ◽  
...  
Keyword(s):  
Nursing Home ◽  
Nursing Homes ◽  
Safety Climate ◽  
Readiness To Change ◽  
Intraclass Correlation ◽  
Organizational Readiness ◽  
Assessment Instrument ◽  
Organizational Level ◽  
Residual Variance ◽  
Organizational Readiness To Change

Abstract In nursing homes, safety climate (employee attitudes and beliefs about safety) is a key contributing factor to safety and a potential leverage point for improvement. Yet relatively little is known about how contextual factors such as organizational readiness to change affect safety climate. We sampled employees from 56 Department of Veterans Affairs (VA) Community Living Centers (CLCs—nursing homes) and conducted an anonymous, cross-sectional web-based survey using the previously validated CLC Employee Survey of Attitudes about Resident Safety (CESARS) and the Organizational Readiness to Change Assessment instrument. From hierarchical mixed random effects regression models, we calculated intraclass correlation coefficients (ICC) as the proportion of CLC-level variance over the sum of CLC-level plus residual variance. Each of the CESARS’ 7 safety climate domains was a dependent variable in separate models; employee- and CLC-level factors were independent variables. The survey had a 26% response rate; 1,397 respondents. Mean ORCA scores (1-5 scale, higher better) was 3.3. We began with models containing only employee-level variables. ICC values ranged from 2.34% to 9.85%, suggesting substantial variation in CESARS outcomes. As we dropped insignificant variables and added CLC-level variables to the models, the ICC decreased over 2% in six models, suggesting organizational-level variables accounted for substantial variability. The only independent variable with a significant effect in all 7 models was organizational-level: organizational readiness to change. Unlike many other organizational-level variables, organizational readiness to change is potentially amenable to low-cost interventions such as communication and teamwork interventions, providing viable opportunities to efficiently improve nursing home care.

scholarly journals Organizational Readiness to Change: Quality Improvement in Family Medicine Residency

PRiMER ◽  
2020 ◽  
Vol 4 ◽  
Author(s):  
Denine R. Crittendon ◽  
Amy Cunningham ◽  
Colleen Payton ◽  
Geoffrey Mills ◽  
Samantha Kelly ◽  
...  
Keyword(s):  
Quality Improvement ◽  
Family Medicine ◽  
Qualitative Analysis ◽  
Readiness To Change ◽  
Care Quality ◽  
Organizational Readiness ◽  
Organizational Level ◽  
Training Curriculum ◽  
Practice Level ◽  
Organizational Readiness To Change

Introduction: Primary care is evolving to meet greater demands for the inclusion of collaborative health care quality improvement (QI) processes at the practice level. Yet, data on organizational preparedness for change are limited. We assessed the feasibility of incorporating an organizational-level readiness-to-change tool that identifies factors relevant to QI implementation at the practice level impacting new family medicine physicians. Methods: We assessed organizational readiness to change at the practice level among residents participating in a team-based QI training curriculum from April 2016 to April 2019. Seventy-six current and former residents annually completed the modified Organizational Readiness to Change Assessment (ORCA) survey. We evaluated QI and leadership readiness among five subscales: empowerment, management, QI, QI leadership (skills), and QI leadership (ability). We calculated mean survey scores and compared across all 3 years. Resident interviews captured unique perspectives and experiences with team-based activities. Qualitative analysis identified emergent themes. Results: Residents completed 73 modified ORCA surveys (96% response rate). Compared to years 2016-2019, 2018 results were highest in mean negative responses for the QI subscale (24.62, SD 6.70). Four volunteers completed postsurvey interviews. Qualitative analysis identified issues concerning communication, team collaboration, practice site functioning, and survey relevance. Conclusions: Our study determined that miscommunication and practice site disruptions undermine organizational-level readiness to change, as measured by the ORCA tool which was part of a multimethod assessment included within a team-based QI training curriculum. Training programs undergoing curricula transformations may feasibly incorporate ORCA as a tool to identify impediments to collaborative practice and inform resource allocation important for enhancing physician training in QI leadership.

Impact of culture on organizational readiness to change: context of bank M&A

2019 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Arbind Samal ◽  
Sabyasachi Patra ◽  
Devjani Chatterjee
Keyword(s):  
Banking Sector ◽  
Readiness To Change ◽  
Higher Order ◽  
Organizational Readiness ◽  
Cultural Dimensions ◽  
Practical Utilization ◽  
Content Type ◽  
Individual Level ◽  
The Individual ◽  
Organizational Readiness To Change

Purpose The purpose of this paper is to examine the influence of culture on organizational readiness to change (ORC) within the context of merger and acquisition (M&A) in the banking sector in India. Design/methodology/approach A multisource approach is used to collect data from a public-sector bank in India for testing our hypothesis. A hierarchical approach based on higher-order modelling has been deployed for confirming the path model. The foundation of the study is based on power distance (PD) and uncertainty avoidance (UA) cultural dimensions of Hofstede (1984). Findings Employees in organizations with large PD and high UA index exhibit low readiness to change. Findings support a negative relationship of culture (large PD and high UA) with organizational readiness to change at the individual level. Research limitations/implications The study has three major implications. First, measures and importance of change readiness at the individual level during corporate events such as M&A is elucidated in the study. Second, a paradigm for assessing higher-order models grounded in theoretical and methodological rigour for testing our hypothesis is presented in the paper. Last, the role of culture in M&A processes is highlighted vis-à-vis factors related to PD and UA on ORC. Practical implications The findings of the research answer to the call for a study on factors that help in creating a synergy for successful M&A across all sectors especially in the banking sector. People representing high UA and large PD often look forward to direction and guidelines for guiding employee actions. Leaders therefore need to set clear agenda and effectively communicate the appropriateness of change to their employees for developing positive behaviour towards desirable organizational outcomes. This study touches upon this important perspective for its practical utilization. Originality/value The study adds to the limited literature on change which addresses the need for studying socio-cultural factors in the M&A process, especially in an emerging economies context.

scholarly journals Servant Leadership: Antecedent Factors, Impact, and Education Theories Used as Researcher's Perspective

2020 ◽  
Vol 9 (5) ◽  
pp. 60
Author(s):  
Fransiskus Sawan ◽  
Suryadi Suryadi ◽  
Nurhattati Nurhattati
Keyword(s):  
Servant Leadership ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Organizational Level ◽  
Motivation To Lead ◽  
Individual Level ◽  
The Social ◽  
Dependent Variables ◽  
Research Gap ◽  
The Impact

A comprehensive understanding of the antecedent factors, and the impact of servant leadership and also about the education theories used as a perspective are so essential for leaders and researchers. However, there is not enough information about it. This paper was made to fill this gap by using the literature review approach. It was done to 71 Scopus indexed articles, which were published in the 2015 – 2020. There are several results of the review, those are: (1) servant leadership is influenced by the emotional intelligence, self-efficacy, motivation to serve, non-calculative as one dimension of motivation-to-lead, and mindfulness; (2) servant leadership have an impact on 38 dependent variables in individual level and 16 dependent variables in the organizational level both directly and indirectly; (3) there are 31 theories, which are used as a researcher's perspective, and two between them, which are mostly used are the social exchange theory and social learning theory. The result of this research gives contribution, which enriches the theoretical scope of servant leadership. This academic contribution is for sure will be so beneficial for leaders who commit to developing the best potential owned by their staff for a better organization. The result of this research will also be essential for future researchers because it shows a state of the art and research gap about servant leadership.

Revisiting perspectives on George Homans: correcting misconceptions

2018 ◽  
Vol 24 (1) ◽  
pp. 57-75 ◽  
Author(s):  
Jeff Muldoon ◽  
Eric W. Liguori ◽  
Josh Bendickson ◽  
Antonina Bauman
Keyword(s):  
Social Exchange ◽  
Design Methodology ◽  
Social Exchange Theory ◽  
Content Type ◽  
Secondary Sources ◽  
Self Interest ◽  
Conceptual Paper ◽  
The Relationship ◽  
Work First ◽  
Common Misconceptions

Purpose This paper aims to correct some misconceptions about George Homans. Specifically, it clarifies the relationship between Homans and Malinowski, explains why Homans is rightfully considered the father of social exchange, shows Homans’ perspective on altruism and self-interest and analyses Homans’ place in management’s complex history. Design/methodology/approach This is a conceptual paper which synthesizes both primary and secondary sources on Homans, social exchange theory (SET), Malinowski and other Homans’ contemporaries and theories, which, in aggregate, help dispel some common misconceptions in the literature today. Findings This paper disperses several common misconceptions about Homans and his work. First, the findings show that beliefs that Homans was unaware of Malinowski are not justified, as Homans was not only aware of Malinowski but also significantly influenced by Malinowski’s work. Second, this manuscript clarifies that while Homans, for specific reasons, focussed on self-interest, his work accounted for altruism. Lastly, this paper also further cements Homans’ place in history as the father of social exchange. Originality/value Recent misconceptions have emerged in the literature calling to question not only Homans’ legitimacy as the father of social exchange but also some of his views on the theory itself. By clarifying these misconceptions, this paper enables scholars from a variety of management fields to better understand historical foundations of SET and its impact on current research.

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