Crafting a change message to create transformational readiness

By A. Armenakis, S. Harris. 2002

710 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/c37d15b818363f561e6c24dd203140c20d3ee687

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Citations in the corpus

Positioning Change Recipients’ Attitudes Toward Change in the Organizational Change Literature (2010, background): “One exception perhaps is the cognitive component readiness for change, which has been conceived of at an individual (e.g., Holt, Armenakis, Harris, et al., 2007) and collective/organizational level (e.g., Armenakis & Harris, 2002; Lehman, Greener, & Simpson, 2002).”
Personality, context, and resistance to organizational change (2006, background): “The vast majority of empirical studies on resistance (e.g., Armenakis & Harris, 2002; Coch & French, 1948; Goltz & Hietapelto, 2002; Lines, 2004; Rosenblatt, Talmud, & Ruvio, 1999; Trade-Leigh, 2002) have focused on contextual variables that are related to resistance, such as participation or trus”
Rethinking ‘Top-Down’ and ‘Bottom-Up’ Roles of Top and Middle Managers in Organizational Change: Implications for Employee Support (2017, positive): “aspects may further cultivate fear of failure, as employees may not feel sufficiently informed about what change means for their subunit and their personal interests (Armenakis and Harris, 2002).”
Enhancing the success of organizational change (2009, background): “On the other hand, some organizations have a track record of botched change attempts that could lead to a sense of cynicism amongst employees ( Armenakis and Harris, 2002”
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): “All of this will further contribute towards increased behavioural support for change, which will warrant successful implementation of planned change (Armenakis & Harris, 2002; Jones, Jimmieson, & Griffiths, 2005).”
Cognitive beliefs and positive emotions about change: Relationships with employee change readiness and change-supportive behaviors (2018, background): “Change self-efficacy has been consistently defined as an individual’s confidence that s/he has the capability to implement a change (Armenakis and Harris, 2002; Holt et al., 2007a, b).”
Review: Conceptualization and Measurement of Organizational Readiness for Change (2008, background): “…expend greater effort in the change process, and exhibit greater persistence in the face of obstacles or setbacks— all of which contribute to more successful change implementation (Armenakis & Harris, 2002; Beckhard & Harris, 1977; Kimberly & Quinn, 1984; Kotter, 1996; Scott, Jaffe, & Scott, 1995).”
The Role of Perceived Organizational Support in Individual Change Readiness (2019, background): “Nonlinear effect of POS on trust. management processes are highly influential in creating individual readiness for change (Armenakis & Harris, 2002; Rafferty & Griffin, 2006).”
Transformational Leadership and Employees’ Reactions to Organizational Change: Evidence From a Meta-Analysis (2020, background): “As Armenakis and Harris (2002) posited, employees’ readiness for change is determined by the effectiveness of the change message, which should address the following questions: (a) Why change?”
Reflections: our Journey in Organizational Change Research and Practice (2009, methodology): “In our case demonstration article (Armenakis and Harris, 2002), we explained how we used our readiness model to assist a top management team create readiness for an organizational transformation (see Figure 1).”
Change Readiness (2013, background): “Armenakis and Harris (2002) expanded this discussion and identified five beliefs underlying an individual’s change readiness.”
Organizational Change and Characteristics of Leadership Effectiveness (2009, background): “Despite the proliferation of numerous theories, models, and multistep approaches, leaders continue to lack a clear understanding of change, its antecedents, effective processes, or the ability to successfully engage organizational members in change initiatives (Armenakis & Harris, 2002).”
The role of communication in organisational change (2005, background): “Armenakis and Harris focus on how to develop messages and distinguish five different message domains within change communication (Armenakis and Harris, 2002).”
Change process characteristics and resistance to organisational change: The role of employee perceptions of justice (2015, background): “Armenakis and Harris (2002) also found that employees, when provided with accurate and relevant information conveyed in a respectful manner, had improved buy-in with regard to change decisions and outcomes.”
Creating individual and organizational readiness for change: conceptualization of system readiness for change in school education (2020, background): “Thus, ‘if an individual’s self-interest is threatened, a proposed change will likely be resisted’ (Clarke et al., 1996, as cited in Armenakis & Harris, 2002, p. 171).”