Toward a Process-Based Approach of Conceptualizing Change Readiness
By Gregory W. Stevens. 2013
113 citations recorded by the source corpus.
Subfields: Management Science and Operations Research, Organizational Behavior and Human Resource Management
View Paper: https://www.semanticscholar.org/paper/89e0c012efacc3b9fcd0edeb2fc0c84b5e594e60
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In Management Science and Operations Research
- Marylène Gagné
- Alexandre J. S. Morin
- M. Lennon
- G. Niazi
- Clíodhna O’Connor
- P. Parker
- John P. Meyer
- Na Fu
In Organizational Behavior and Human Resource Management
- Alexandre J. S. Morin
- Marylène Gagné
- John P. Meyer
- Jean-Sebastien Boudrias
- G. Niazi
- Haroon Bakari
- Ahmed Imran Hunjra
- P. Parker
Citations in the corpus
- How Does Authentic Leadership Influence Planned Organizational Change? The Role of Employees’ Perceptions: Integration of Theory of Planned Behavior and Lewin's Three Step Model (2017, background): “They further suggest that the adoption stage contributes towards commitment to change which in this process clearly links to Lewin’s (1947) Moving stage (Stevens, 2013).”
- Linking perceived management support with employees’ readiness for change: the mediating role of psychological capital (2017, background): “readiness for change as a complex multidimensional process rather than stable psychological entity (Stevens, 2013).”
- Transformational Leadership and Employees’ Reactions to Organizational Change: Evidence From a Meta-Analysis (2020, background): “Recently, Stevens (2013) considered readiness for change as a process, that is, “a continuous function of an individual’s cognitive and affective evaluations of a set of conditions and the way in which those evaluations are then tied to change-relevant responses that are positive and proactive in…”
- Longitudinal associations between employees’ beliefs about the quality of the change management process, affective commitment to change and psychological empowerment (2016, background): “It is now well recognized that employees reactions can be crucial to the success of organizational change, and various theories and research have attempted to account for the nature, antecedents, and consequences of these reactions (e.g., Anders and Cassidy, 2014; Armenakis and Bedeian, 1999; Armena”