Readiness for Change: Contributions for Employee's Level of Individual Change and Turnover Intentions

By P. Neves. 2009

161 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/b0c0787eb30e23e6d8593694e2481df0a9cbe81e

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. Maria Vakola
2. Alexandre J. S. Morin
3. A. Rafferty
4. Stephen J. Jaros
5. John P. Meyer
6. Marylène Gagné
7. N. Jimmieson
8. A. Armenakis

In Organizational Behavior and Human Resource Management

1. P. Neves
2. A. Rafferty
3. Alexandre J. S. Morin
4. Stephen J. Jaros
5. Maria Vakola
6. Marylène Gagné
7. A. Armenakis
8. N. Jimmieson

In Strategy and Management

1. Stephen J. Jaros
2. A. Rafferty
3. Maria Vakola
4. N. Jimmieson
5. A. Armenakis
6. Alexandre J. S. Morin
7. James M. Vardaman
8. P. Neves

Citations in the corpus

• Commitment to Organizational Change: A Critical Review (2010, methodology): “Likewise, Neves (2009) used a three-item version of the Hescovitch/Meyer affective C2C scale.”
• 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): “Readiness for change is an important factor in successful implementation of change initiative (By, 2007), as it mitigates resistance and increases the likelihood of adoption of change (Neves, 2009, p. 216).”
• Commitment to Change: Contributions to Trust in the Supervisor and Work Outcomes (2009, background): “Additionally, although commitment is a key variable for the success of organizational change (Herscovitch & Meyer, 2002; Neves, 2009), only one study was found that addressed the impact of employee’s commitment to change on work outcomes (G.”
• Longitudinal associations between employees’ beliefs about the quality of the change management process, affective commitment to change and psychological empowerment (2016, background): “Here, we focus on ACC because it has been shown to have the strongest and most consistent positive relations with behavioral support for specific change initiatives (Herscovitch and Meyer, 2002; Meyer et al., 2007; Neves, 2009; Parish et al., 2008).”
• Toward a Comprehensive Understanding of Readiness for Change: The Case for an Expanded Conceptualization (2013, background): “Empirical findings have linked commitment to implementation behaviours (Herscovitch & Meyer, 2002; Neves, 2009); in turn, others have assessed the collective efficacy in a hospital setting, linking it to implementation as well (e.g. Pond, Armenakis, & Green, 1984).”
• Change Readiness (2013, methodology): “…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, & Offner, 2009; Neves, 2009; Rafferty & Simons, 2006; Walinga, 2008).”
• Multilevel Readiness to Organizational Change: A Conceptual Approach (2013, background): “As a result, change initiatives may not produce the intended results because recipients are simply not ready (Armenakis, et al., 1993; By, 2007; Neves, 2009).”