Review: Conceptualization and Measurement of Organizational Readiness for Change

By Bryan J. Weiner, H. Amick, S. Lee. Medical Care Research and Review, 2008

746 citations recorded by the source corpus.

Subfields: General Health Professions, Health Information Management

View Paper: https://www.semanticscholar.org/paper/3a15fb2d2a0d7f03d8eeefd6c69e89526660d5e4

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Citations in the corpus

Toward a Comprehensive Understanding of Readiness for Change: The Case for an Expanded Conceptualization (2013, background): “At the individual, organizational level, relevant beliefs relate to organizational members’ collective commitment and collective efficacy (Weiner et al., 2008).”
Opening the black box: Presenting a model for evaluating organizational-level interventions (2013, background): “Evaluating the impact of mental models Some aspects of mental models such as readiness for change can be explored through questionnaires (Weiner et al., 2008).”
Creating individual and organizational readiness for change: conceptualization of system readiness for change in school education (2020, background): “There is also a call for further research on the reliability and validity of measures (Weiner, 2009; Weiner et al., 2008).”
The future of organizational interventions: Addressing the challenges of today's organizations (2010, background): “Readiness for change (Weiner, Amick, & Lee, 2008 ) has been widely examined in reorganization research, but has received less attention in the occupational health literature.”
Does meaning‐making help during organizational change? Development and validation of a new scale (2009, background): “Willingness to change is crucial in implementing organizational change successfully (Armenakis et al., 1993; Holt et al., 2007; Weiner et al., 2008).”
Review: Health Care Utilization and Costs of Elderly Persons With Multiple Chronic Conditions (2011, background): “Ambiguous findings were presented in three of the included studies (Librero et al., 1999; Ruger & Kim, 2007; Weiner et al., 2008).”
Organizational readiness for implementing change: a psychometric assessment of a new measure (2014, background): “Until recently, the primary focus in the literature has been on individual readiness for change, not on organizational readiness for change [2].”
The development of five scales to measure employees’ appraisals of organizational-level stress management interventions (2009, background): “Such measures show some, albeit inconsistent, predictive validity in relation to change outcomes (Weiner et al., 2008).”
A practical implementation science heuristic for organizational readiness: R = MC2 (2015, neutral): “…agreement about readiness as a construct or how to best operationalize organizational readiness for a given innovation (Aarons et al., 2011; Damschroder et al., 2009; Flaspohler, Meehan, Maras, & Keller, 2012, Greenhalgh et al., 2004; Rafferty et al., 2013; Simpson, 2002; Weiner et al., 2008).”
Toward a Process-Based Approach of Conceptualizing Change Readiness (2013, methodology): “Indeed, the majority of available instruments have generally been criticized on a number of grounds often reflecting the lack of a clear underlying conceptualization, including overly narrow definitions of change readiness, questionable validity and generalizability, and poor psychometric properties”
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, methodology): “Previous studies used uni-dimensional construct for readiness for change (e.g. Madsen, Miller, & John, 2005), which lacked predictive, convergent and discriminant validity (Weiner et al., 2008), whereas this measure fulfils all criteria of validity and reliability (p. 419).”
Transformational Leadership and Employees’ Reactions to Organizational Change: Evidence From a Meta-Analysis (2020, background): “Weiner et al. (2008) drew on a capacity-based approach to define readiness for change as an individual’s “motivation and capability to implement intentional organizational change” (p. 424).”