Readiness for organizational change: A longitudinal study of workplace, psychological and behavioural correlates

By C. Cunningham, C. Woodward, H. Shannon, J. Macintosh, B. Lendrum, D. Rosenbloom, Judy A. Brown. 2002

646 citations recorded by the source corpus.

Subfields: General Health Professions, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/784c9c1db72642d882fbb348442dafb81dd71f47

How researchers see this paper

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

In General Health Professions

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Change Readiness (2013, methodology): “…small set of these studies has focused specifically on the antecedents of change readiness (Caldwell, Roby-Williams, Rush, & Ricke-Kiely, 2009; Cunningham et al., 2002; Eby, Adams, Russell, & Gaby, 2000; Fox, Ellison, & Keith, 1988; Jones, Jimmieson, & Griffiths, 2005; Lyons, Swindler, &…”
Managing Employee Withdrawal During Organizational Change (2012, background): “For example, Cunningham et al. (2002) found that employees with high perceptions of control and change efficacy were more likely to engage in rather than withdraw from reengineering initiatives.”
A Longitudinal Investigation of Coping Processes During a Merger: Implications for Job Satisfaction and Organizational Identification (2006, background): “During an organizational restructure, self-efficacy toward the upcoming change predicted greater readiness for change and a more active engagement in job redesign activities 1 year later (Cunningham et al., 2002; see also Jimmieson, Terry, & Callan, 2004).”
The Efficacy of Executive Coaching in Times of Organisational Change (2014, neutral): “Cronbach’s alpha for this study was .89.”
Toward a Theory of Change Readiness (2008, background): “Classic change readiness strategies cite the individual’s need for perceived control as a determinant of readiness and participation (Bandura, 1977, 1982; Cunningham et al., 2002; Hackman & Oldham, 1976; Jimmieson & Terry, 2004; Karasek, 1979).”
Making Change Happen (2013, background): “…have researchers examined empirically change-promoting beliefs and behaviors such as readiness to change (Armenakis, Harris, & Mossholder, 1993; Cunningham et al., 2002), adaptivity (Griffin, Neal, & Parker, 2007), proactivity (Hornung & Rousseau, 2007), and changeoriented citizenship behavior…”
Ready for a Change? A Longitudinal Study of Antecedents, Consequences and Contingencies of Readiness for Change (2012, background): “…job change is positively correlated with readiness for organizational change, participation in job redesign activities and employees’ perceived contribution to the change process (Cunningham et al., 2002; for a description of coping processes during organization change, see Terry et al., 1996).”
Readiness for Change: Contributions for Employee's Level of Individual Change and Turnover Intentions (2009, methodology): “Usually, change research either focuses on hard criteria like profit or market share or on what influences employee’s reactions to change, such as commitment (Herscovitch and Meyer, 2002), readiness (Cunningham et al., 2002), coping (Judge et al., 1999) or openness (Wanberg and Banas, 2000).”
Rethinking ‘Top-Down’ and ‘Bottom-Up’ Roles of Top and Middle Managers in Organizational Change: Implications for Employee Support (2017, positive): “We further controlled for the consequences for a respondent’s position to gauge the extent to which felt their current position would be affected by the change, ranging from 1=very negative to 5=very positive, as anticipated harm and benefits constitute psychological reasons organizational members m”
Readiness for Organizational Change (2007, methodology): “Therefore, it is not surprising that the assessment of readiness prior to the introduction of change has been encouraged and several instruments have been developed to fulfill that purpose (Cunningham et al., 2002; Jones, Jimmieson, & Griffiths, 2005; Weeks, Roberts, Chonko, & Jones, 2004).”
Developing criteria for healthy organizational change (2007, background): “Cunningham et al. (2002) insist, as job insecurity is negatively related to readiness for change, that there must be an evident need for change and, simultaneously, employees must be given the feeling that they are self-efficient.”
Modeling the antecedents of proactive behavior at work. (2006, background): “Greater job autonomy might make one feel more receptive to change because one feels less threatened by change if one has some influence over it (Cunningham et al., 2002).”
Personality, context, and resistance to organizational change (2006, background): “Studies of organizational justice suggest that although both outcomes and process influence people’s reactions, procedural aspects are most likely to influence employees’ behavioural responses (e.g., Crino, 1994; Skarlicki & Folger, 1997).”
Creating individual and organizational readiness for change: conceptualization of system readiness for change in school education (2020, background): “The perception of self-efficacy in relation to the ability to successfully manage change (Cunningham et al., 2002), impacts both individual and organizational readiness for change.”