Individual Readiness for Organizational Change and Its Implications for Human Resource and Organization Development

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Toward a Process-Based Approach of Conceptualizing Change Readiness (2013, background): “Although a majority of research to date has focused on readiness as a state (cf. Choi & Ruona, 2011; Holt et al., 2007), a process-based approach has several advantages worth noting.”
Creating individual and organizational readiness for change: conceptualization of system readiness for change in school education (2020, background): “These researchers have empirically demonstrated that individuals are not passive recipients of organizational change but actors who actively interpret and respond to what is happening in their environments (Choi & Ruona, 2011).”
The Role of Self-Reflection, Emotional Management of Feedback, and Self-Regulation Processes in Self-Directed Leadership Development (2012, background): “For example, an individual’s readiness for organizational change (Armenakis, Harris, & Mossholder, 1993; Choi & Ruona, 2011) has implications for engagement and success of change efforts.”
Linking perceived management support with employees’ readiness for change: the mediating role of psychological capital (2017, background): “Achieving a smooth transition depends on sufficient levels of readiness for change both before and during the change process (Choi & Ruona, 2011); conversely, efforts to implement change when readiness is low are likely to meet resistance (Prochaska, Redding, & Evers, 2002; Vakola, 2014).”