Toward a Comprehensive Definition of Readiness for Change: A Review of Research and Instrumentation

By Daniel T. Holt, A. Armenakis, S. Harris, H. S. Feild. 2007

275 citations recorded by the source corpus.

Subfields: Applied Psychology, Management Information Systems, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/49007dbd7927aab367a0398de87af510a5e1a45b

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Applied Psychology

1. A. Rafferty
2. Gregory W. Stevens
3. A. Minbashian
4. Megan Peach
5. Katherine M. White
6. N. Jimmieson
7. Michael S. Cole
8. Jeremy B. Bernerth

In Management Information Systems

1. A. Rafferty
2. Gregory W. Stevens
3. A. Minbashian
4. S. Harris
5. Michael S. Cole
6. Jeremy B. Bernerth

In Organizational Behavior and Human Resource Management

1. A. Rafferty
2. S. Harris
3. Jeremy B. Bernerth
4. Gregory W. Stevens
5. A. Minbashian
6. N. Jimmieson
7. Michael S. Cole
8. Megan Peach

Citations in the corpus

• Exploring the implications of vision, appropriateness, and execution of organizational change (2006, background): “Armenakis and colleagues (Armenakis et al., 1993, 1999, Holt et al., 2006) and, more recently Bernerth (2004), have asserted the primary mechanism for creating individual change readiness, acceptance, and institutionalization is the “change message” as perceived from direct communication and…”
• Cognitive beliefs and positive emotions about change: Relationships with employee change readiness and change-supportive behaviors (2018, methodology): “Change self-efficacy has been consistently defined as an individual’s confidence that s/he has the capability to implement a change (Armenakis and Harris, 2002; Holt et al., 2007a, b).”
• Utilizing the Theory of Planned Behavior to Inform Change Management (2008, methodology): “…to change typically precede the extent to which employees will adopt and engage in supportive behaviors throughout the implementation process (see Holt et al., 2007), the present study utilized the theory of planned behavior (TPB) as a theoretical framework for better understanding the…”
• Toward a Process-Based Approach of Conceptualizing Change Readiness (2013, methodology): “A useful framework established from various measures of change readiness implicates the following areas (e.g., Armenakis & Bedeian, 1999; Holt et al., 2007): the content of the change (i.e., what is being changed, what is the nature of change); the change process (i.e., how will it be implemented),…”