Perceptions of Organizational Readiness for Change: Factors Related to Employees' Reactions to the Implementation of Team-Based Selling

By L. Eby, Danielle M. Adams, Joyce E. A. Russell, S. H. Gaby. 2000

718 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/ec0cf0d4c81b5b655f3dbca8123604f09316ac19

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In Organizational Behavior and Human Resource Management

Citations in the corpus

Review: Conceptualization and Measurement of Organizational Readiness for Change (2008, background): “…doing so (Chwelos, Benbasat, & Dexter, 2001; Cunningham et al., 2002; Dahlan et al., 2002; Demiris, Courtney, & Meyer, 2007; Devereaux et al., 2006; Eby et al., 2000; Fedor, Caldwell, & Herold, 2006; Hanpachern, Morgan, & Griego, 1998; Hostgaard & Nohr, 2004; Madsen, Miller, & John, 2005; Oliver &…”
The role of readiness for change in ERP implementation: Theoretical bases and empirical validation (2008, background): “Readiness for change plays a crucial role in mitigating resistance to change and thus in reducing the failure rate [14].”
Cognitive beliefs and positive emotions about change: Relationships with employee change readiness and change-supportive behaviors (2018, background): “We identified a number of measures that incorporated items assessing the general judgment that change is positive and that appeared to tap into the judgment that an individual is prepared or ready for change, including: measures of change readiness (Bouckenooghe et al., 2009; Cunningham et al., 2002”
Social Capital and Knowledge Integration in an ERP Project Team: The Importance of Bridging and Bonding (2004, background): “Of course, the issues of strong commitment and support from senior managers have been previously identified in the literature as central to successful projects in general (Eby et al., 2000) and to successful IT implementation projects in particular (Thong, Chee-Sing and Raman, 1996).”
Change Recipients’ Reactions to Organizational Change (2011, background): “In other studies, questions about the reaction to change were very general (e.g., “employees here are resistant to change,” Eby et al., 2000) and thus do not tap any particular component (affect, cognition, behavior) of the reaction toward change.”
The role of psychological climate in facilitating employee adjustment during organizational change (2005, background): “A better understanding of climate should play a central role in the management of programs of planned organizational change, as it is argued that climate shapes employees’ perceptions of the change process itself (Armenakis & Bedeian, 1999; Eby et al., 2000; Pettigrew, 2000).”
AN EXAMINATION OF THE ANTECEDENTS OF READINESS FOR FINE-TUNING AND CORPORATE TRANSFORMATION CHANGES (2005, background): “ Eby et al. (2000) found that in an organization undergoing a move to a team-based structure, perceived organizational support was strongly positively associated with readiness for change.”
The Role of Perceived Organizational Support in Individual Change Readiness (2019, background): “When employees have trust in leaders and organizations, they are often more open to change and demonstrate higher levels of cooperation (Eby et al., 2000; Kiefer, 2005; Wanberg & Banas, 2000).”
Multilevel Readiness to Organizational Change: A Conceptual Approach (2013, background): “perception of an organization’s readiness may influence their attitude toward change (Eby et al., 2000).”
Perceptions of organizational change: a stress and coping perspective. (2006, background): “Uncertainty refers to the psychological state of doubt about what an event signifies or portends ( DiFonzo & Bordia, 1998 ).”