Reflections: our Journey in Organizational Change Research and Practice

By A. Armenakis, S. Harris. 2009

519 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/c5efc38a3949fa3ab748d862cda1b16f29b812f1

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In Organizational Behavior and Human Resource Management

Citations in the corpus

Do Perceptions of Ethical Conduct Matter During Organizational Change? Ethical Leadership and Employee Involvement (2014, background): “Yet, the current literature has not explicitly examined the role of ethics or the importance of ethics relative to leaders’ behaviors and actions when organizations are undergoing change (Armenakis and Harris 2009).”
Toward a Comprehensive Understanding of Readiness for Change: The Case for an Expanded Conceptualization (2013, background): “…individual factors that reflect the extent to which individuals hold key beliefs regarding the change, recognize that a problem needs to be addressed and agree with the changes that individuals and the organization must make (e.g. Armenakis & Harris, 2009; Lyons, Swindler, & Offner, 2009).”
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): “Armenakis and Harris (2009) also argue that the stage of unfreezing is basically to create a readiness through delivering change messages which are directly related to five change beliefs (p. 132).”
Toward a Process-Based Approach of Conceptualizing Change Readiness (2013, background): “as change message • Active effort to generate positive and active participation in change effort; seen as cognitive precursor Armenakis, Harris, and Mossholder (1993); Armenakis, Harris, and Feild (1999); Armenakis and Harris (2009) • Based on five beliefs of change message (i.e., discrepancy, appro”
Does meaning‐making help during organizational change? Development and validation of a new scale (2009, background): “Despite the extensive research on implementation of organizational change, the need for further research to expand our understanding of why people resist or support change is still needed (Armenakis and Harris, 2009; Bouckenooghe, 2009; Bovey and Hede, 2001).”
Linking perceived management support with employees’ readiness for change: the mediating role of psychological capital (2017, result): “This finding is in line with much other work that has found PsyCap to be associated with change-related variables (Armenakis & Harris, 2009; Avey et al., 2008; Caldwell, 2011; Gondo et al., 2013; Luthans et al., 2010).”
A practical implementation science heuristic for organizational readiness: R = MC2 (2015, unknown): “Journal of Community Psychology DOI: 10.1002/jcop By translating key domains in the implementation science literature (e.g., motivation: Armenakis & Harris, 2009; Simpson, 2002; Greenhalgh et al., 2004; Rogers, 2003; capacities and resources: Flaspohler, Duffy, Wandersman, Stillman, & Maras, 2008;…”
Process evaluation for organizational stress and well-being interventions: Implications for theory, method, and practice. (2014, methodology): “Drawing from Armenakis’ and Harris’ (2009) work on organizational change, Tetrick, Quick, and Gilmore (2012) highlight six themes in organizational change and organizational development theory that are relevant to organizational interventions for stress: (1) readiness to change, (2) participation…”
Employees’ Adaptability and Perceptions of Change-Related Uncertainty: Implications for Perceived Organizational Support, Job Satisfaction, and Performance (2014, methodology): “literature by following recommendations of Armenakis and Harris (2009) and focusing on the role of the change recipient.”
Creating individual and organizational readiness for change: conceptualization of system readiness for change in school education (2020, background): “In order to survive and prosper, organizational leaders must be vigilant about the context and knowledgeable about how to implement appropriate organizational changes that will be embraced by their employees (Armenakis & Harris, 2009).”
Resources for change: The relationships of organizational inducements and psychological resilience to employees' attitudes and behaviors toward organizational change. (2012, background): “Organizational change continues to occur at a high rate in modern organizations (Armenakis & Harris, 2009; Burke, 2002; Herold & Fedor, 2008; Malone, 2004).”
Longitudinal associations between employees’ beliefs about the quality of the change management process, affective commitment to change and psychological empowerment (2016, methodology): “Our findings contribute to change readiness theory by suggesting a sequential ordering of the five key beliefs identified by Armenakis and Bedeian (1999) and Amrenakis and Harris (2009) as well as the existence of orthogonal pathways reflecting top-down and bottom-up change management processes.”
Making Change Happen (2013, background): “First, active employee involvement in the change process (i.e., through increased opportunities to have a say in how employees deal with the change) is an important influence strategy that change leaders can use to create readiness for change (Armenakis & Harris, 2009).”
Adapting to change: The value of change information and meaning-making (2013, unknown): “This indirect effect of information on attitudes, which in turn influences behavior, is also inherent in classic perspectives on human behavior such as the theory of planned behavior (Ajzen, 1991).”
Commitment to Organizational Change: A Critical Review (2010, background): “Armenakis and Harris (2009) note that recently, scales have been developed and validated to assess the five factors that comprise their model of motivation to change (Holt et al.”
The Influence of Transformational Leadership and Leader Attitudes on Subordinate Attitudes and Implementation Success (2019, background): “This type of information is important in developing a sense of the change being worthwhile for employees and leaders on a personal level (Armenakis & Harris, 2009; Bandura, 1982; Weiner, 2009).”