How to Create Change Readiness? The Change Interpretation Matters

DOI

10.2991/assehr.k.210513.068How to use a DOI?

Keywords

Organizational Change, Change Readiness, Change Management Strategy, Interpretation of Change

Abstract

That how employees interpret change plays a critical role in organizational change. To offer an understanding of the relationship between organizational change strategies and employees’ readiness for change from a social cognitive perspective, a model is initially built based on relevant literature reviewed and then data are collected from 22 organizations in China and Zimbabwe. A sample of 132 individuals is analysed, and hypothesized relationships are investigated using AMOS software. The findings support an integrated perspective in which both change management strategies and employees’ change interpretations shape change readiness. Furthermore, the findings show that employees with high change communication, participation and perceptions of principal support tend to exhibit high levels of change readiness and that change interpretation plays a partial mediating role between change strategies and change readiness. In the last part of paper the theoretical contribution and practical implication of this study are discussed

Copyright

© 2021, the Authors. Published by Atlantis Press.

Open Access

This is an open access article distributed under the CC BY-NC license (http://creativecommons.org/licenses/by-nc/4.0/).

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TY  - CONF
AU  - Jinzhao Deng
AU  - Richard Deng
AU  - Lei Huang
AU  - Jianghao Gao
PY  - 2021
DA  - 2021/05/14
TI  - How to Create Change Readiness? The Change Interpretation Matters
BT  - Proceedings of the 6th International Conference on Education Reform and Modern Management (ERMM 2021)
PB  - Atlantis Press
SP  - 293
EP  - 296
SN  - 2352-5398
UR  - https://doi.org/10.2991/assehr.k.210513.068
DO  - 10.2991/assehr.k.210513.068
ID  - Deng2021
ER  -