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

Frank Drzensky · Nikolai W. Egold · Rolf van Dick

107 citations0/0 files storedJournal of Change Management

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Organizational Change and Leadership Job Satisfaction and Organizational Behavior Organizational Management and Change

Abstract

This article examines the role of organizational identification as an antecedent of readiness for change utilizing a social identity perspective. A study is presented that uses longitudinal data from a survey of employee attitudes conducted in a German organization that went through a change process (N = 166). In line with the hypotheses, readiness for change mediates the relationship between organizational identification and a positive evaluation of the change outcomes one year later. Perceived culture of change and coping with change moderate the relationship between organizational identification and readiness for change: a positive culture of change and more resources for coping strengthen the positive relationship between organizational identification and readiness for organizational change.

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References

2000An Integrative Theory of Intergroup Conflict 1979The Social psychology of intergroup relations 1982Social Psychology of Intergroup Relations 1992Alumni and their alma mater: A partial test of the reformulated model of organizational identification 1953Field Theory in Social Science 1994Organizational Images and Member Identification 2009Leading change: why transformation efforts fail 2000Social Identity and Self-Categorization Processes in Organizational Contexts

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