Organizational Change Recipients' Beliefs Scale

By A. Armenakis, Jeremy B. Bernerth, Jennifer P. Pitts, Jack Walker. 2007

276 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/4f532975f628fdb0b23e15be04fc0829c8e7ec8c

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In Organizational Behavior and Human Resource Management

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Citations in the corpus

Advancing a Conceptual Model of Evidence-Based Practice Implementation in Public Service Sectors (2010, background): “In addition, readiness is also related to process factors such as organizational culture and climate and individual attitudes toward innovation (Aarons and Sawitzky 2006; Armenakis et al. 2007; Glisson and Schoenwald 2005).”
Toward a Process-Based Approach of Conceptualizing Change Readiness (2013, methodology): “…have received much more attention in the literature to date, encompassing the five beliefs associated with the change message discussed earlier (Armenakis et al., 1999; Armenakis et al., 2007) as well as the notion of strategies that influence one’s decisional balance (Prochaska et al., 2001).”
Cognitive beliefs and positive emotions about change: Relationships with employee change readiness and change-supportive behaviors (2018, methodology): “Principal support refers to the provision of support from a range of organizational leaders, including formal and informal leaders (Armenakis et al., 1999) or change agents and opinion leaders (Armenakis et al., 2007b).”
Change-Supportive Employee Behavior: Antecedents and the Moderating Role of Time (2011, methodology): “For example, a recent qualitative review of organizational change publications reported that 19 out of 45 studies included a variable related to the benefits workers anticipated from a change (Armenakis et al., 2007).”
The Effect of Transformational Leadership on Employees During Organizational Change – An Empirical Analysis (2019, methodology): “…2011); since work engagement is contagious, it may have a significant effect during change efforts (Van den Heuvel et al., 2010); and valence is suggested to be one of the most important and proximal factors in influencing employees’ reactions to change (Armenakis et al., 2007; Oreg et al., 2011).”
What's in there for me? Individual readiness to change and the perceived impact of organizational change (2014, background): “This emphasis on “information environment,” predicted change recipients’ readiness to change (Armenakis et al., 2007; Holt et al., 2007).”
Toward a Comprehensive Understanding of Readiness for Change: The Case for an Expanded Conceptualization (2013, background): “Holt, Armenakis, Feild, & Harris, (2007) and Armenakis et al. (2007), for instance, offered instruments to assess readiness by examining individual factors at the individual level, and measured readiness for a focal, or well-defined, change.”