Three Components of Readiness to Change: Communication of Change and Change-Efficacy as Antecendents Tiga Komponen Kesiapan untuk Berubah: Komunikasi Perubahan dan Kemanjuran Perubahan sebagai Antesen
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Published:
May 30, 2019
Keywords:
Organizational change, individual readiness to change, components of readiness to change attitude, communication of change, change-efficacy
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Abstract
In order to fulfill the planned change, an organization should seriously take the role of individual perception into consideration, in which the individual plays a pivotal role in the change implementation stage through their act. This study aims to investigate the attitude of readiness to change based on the multidimensional concept, with communication of change and change-efficacy as antecedents. This study involved shariah rural bank, located in East Java, as a research object. Furthermore, a quantitative approach was employed in this study, in which survey as a procedure for collecting data through questionnaires. In addition, PLS-SEM was employed as an analysis of research method. The results exhibit that communication of change contribute to develop of almost all forms attitude of readiness to change and change-efficacy can predict all forms of readiness to change. Finally, this study offers several implications, both theoretically and practically.
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Copyright (c) 2019 Zulkifli Nurul Haqq, Muhammad Natsir
This work is licensed under a Creative Commons Attribution 4.0 International License.
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References
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Bandura, A. (1977). Self-Efficacy : Toward a Unifying Theory of Behavioral Change. Psychological Review, 84(2), 191–215.
Bernerth, J. (2004). Expanding Our Understanding of the Change Message. Human Resource Development Review, 3(1), 36–52. https://doi.org/10.1177/1534484303261230
Bouckenooghe, D., Devos, G., & Broeck, H. Van den. (2009). Organizational Change Questionnaire – Climate of Change, Processes, and Readiness : Development of a New Instrument. The Journal of Psychology: Interdisciplinary and Applied, 6(143), 559–599. https://doi.org/10.1080/00223980903218216
Choi, M. (2011). Employess Attitude Toward Organizational Change : A Literature review. Human Resource Management, 50(4), 479–500. https://doi.org/10.1002/hrm
Choi, M., & Ruona, W. E. A. (2011). Individual Readiness for Organizational Change and Its Implications for Human Resource and Organization Development. Human Resource Development Review, 10(1), 46–73. https://doi.org/10.1177/1534484310384957
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Gaertner, K. N. (1989). Winning and Losing: Understanding Managers’ reactions to Strategic Change. Human Relations, 42(6), 527–546.
Gist, M. E. (1987). Self-Efficacy : Implications for Organizational Behavior and Human Resource Management. Academy of Management Journal, 12(3), 472–485.
Goodman, J., & Truss, C. (2004). The Medium and the Message: Communicating Effectively during a Major Change Initiative. Journal of Change Management, 4(3), 217–228. https://doi.org/10.1080/1469701042000255392
Hair, J. F. J., Sarstedt, M., Hopkins, L., & Kuppelwieser, V. G. (2014). Partial Least Squares Structural Equation Modeling (PLS-SEM) : An Emerging Tool in Business Research. European Business Review, 26(2), 106–121. https://doi.org/10.1108/EBR-10-2013-0128
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Holt, D. T., Armenakis, A. A., Feild, H. S., & Harris, S. G. (2007). Readiness for Organizational Change The Systematic Development of a Scale. The Journal of Applied Behavioral Science, 43(2), 232–255. https://doi.org/10.1177/0021886306295295
Holt, D. T., & Vardaman, J. M. (2013). Toward a Comprehensive Understanding of Readiness for Change : The Case for an Expanded Conceptualization Toward a Comprehensive Understanding of Readiness for Change : The Case for an Expanded Conceptualization. Journal of Change Management, 13(1), 9–18.
Jones, R. A., Jimmieson, N. L., & Griffiths, A. (2005). The Impact of Organizational Culture and Reshaping Capabilities on Change Implementation Success : The Mediating Role of Readiness for Change. Journal of Management Studies, 42(2), 361–386.
Lewis, L. K. (1999). Disseminating Information and Soliciting Input During Planned Organizational Change : Implementers’ Targets, Sources, and Channels for Communicating. Management Communication Quarterly, 13(1), 43–75. https://doi.org/10.1177/0893318999131002
Matt, C., Hess, T., & Benlian, A. (2015). Digital Transformation Strategies. Business & Information Systems Engineering, 57(5), 339–343. https://doi.org/10.1007/s12599-015-0401-5
McKay, K., Kuntz, J. R. C., & Näswall, K. (2013). The Effect of Affective Commitment, Communication and Participation on Resistance to Change: The Role of Change Readiness. New Zealand Journal of Psychology, 43(2), 29–40.
OECD. (2017). OECD Digital Economy Outlook 2017. Paris. https://doi.org/10.1787/9789264276284-en
Piderit, S. K. (2000). Rethinking Resistance and Recognizing Ambivalence: A Multidimensional View of Attitudes toward an Organizational Change. Academy of Management Review, 25(4), 783–794. https://doi.org/10.5465/amr.2000.3707722
Robbins, S. P., & Judge, T. A. (2017). Organizational Behavior (17th ed.). Pearson Education.
Russ, T. L. (2008). Communicating Change : A Review and Critical Analysis of Programmatic and Participatory Implementation Approaches Communicating Change : A Review and Critical Analysis of Programmatic and Participatory Implementation Approaches. Journal of Change Management, 8(3–4), 199–211. https://doi.org/10.1080/14697010802594604
Schermerhorn, J. R. J., Hunt, J. G., Osborn, R. N., & Uhl-Bien, M. (2010). Organizational Behavior (11th ed.). John Wiley & Sons, Inc.
Wanberg, C. R., & Banas, J. T. (2000). Predictors and Outcomes of Openness to Changes in a Reorganizing Workplace. Journal of Applied Psychology, 85(1), 132–142. https://doi.org/10.I037//0021-9010.85.1.132
Weiner, B. J. (2009). A Theory of Organizational Readiness for Change. Implementation Science, 67(4), 1–9. https://doi.org/10.1186/1748-5908-4-67
Armenakis, A. A., & Harris, S. G. (2002). Crafting a change message to create transformational readiness. Journal of Organizational Change Management, 15(2), 169–183. https://doi.org/10.1108/09534810210423080
Armenakis, A. A., Harris, S. G., & Feild, H. S. (1999). Making Change Permanent A Model for Institutionalizing Change Interventions. Research in Organizational Change and Development, 12, 97–128. https://doi.org/10.1016/S0897-3016(99)12005-6
Armenakis, A. A., Harris, S. G., & Mossholder, K. W. (1993). Creating Readiness for Organizational Change. Human Relations, 46(6), 681–703. https://doi.org/10.1177/001872679304600601
Bandura, A. (1977). Self-Efficacy : Toward a Unifying Theory of Behavioral Change. Psychological Review, 84(2), 191–215.
Bernerth, J. (2004). Expanding Our Understanding of the Change Message. Human Resource Development Review, 3(1), 36–52. https://doi.org/10.1177/1534484303261230
Bouckenooghe, D., Devos, G., & Broeck, H. Van den. (2009). Organizational Change Questionnaire – Climate of Change, Processes, and Readiness : Development of a New Instrument. The Journal of Psychology: Interdisciplinary and Applied, 6(143), 559–599. https://doi.org/10.1080/00223980903218216
Choi, M. (2011). Employess Attitude Toward Organizational Change : A Literature review. Human Resource Management, 50(4), 479–500. https://doi.org/10.1002/hrm
Choi, M., & Ruona, W. E. A. (2011). Individual Readiness for Organizational Change and Its Implications for Human Resource and Organization Development. Human Resource Development Review, 10(1), 46–73. https://doi.org/10.1177/1534484310384957
Cunningham, C. E., Woodward, C. A., Shannon, H. S., MacIntosh, J., Lendrum, B., Rosenbloom, D., & Brown, J. (2002). Readiness for organizational change: A longitudinal study of workplace, psychological and behavioural correlates. Journal of Occupational and Organizational Psychology, 75(4), 377–392. https://doi.org/10.1348/096317902321119637
Eby, L. T., Adams, D. M., Russell, J. E. A., & Gaby, S. H. (2000). Perceptions of Organizational Readiness for Change : Factors related to Employees’ Reactions to the Implementation of Team-Based Selling. Human Relations, 53(3), 419–442. https://doi.org/10.1177/0018726700533006
Erwin, D. G., & Garman, A. N. (2010). Resistance to Organizational Change : Linking Research and Practice. Leadership & Organization Development Journal, 31(1), 39–56. https://doi.org/10.1108/01437731011010371
Festinger, L. (1957). A Theory of Cognitive Dissonance. California: Stanford University Press.
Ford, J. D., Ford, L. W., & D’Amelio, A. (2008). Resistance to Change : The Rest Of The Story. Academy of Journal Management, 33(2), 362–377. https://doi.org/https://doi.org/10.5465/amr.2008.31193235
Gaertner, K. N. (1989). Winning and Losing: Understanding Managers’ reactions to Strategic Change. Human Relations, 42(6), 527–546.
Gist, M. E. (1987). Self-Efficacy : Implications for Organizational Behavior and Human Resource Management. Academy of Management Journal, 12(3), 472–485.
Goodman, J., & Truss, C. (2004). The Medium and the Message: Communicating Effectively during a Major Change Initiative. Journal of Change Management, 4(3), 217–228. https://doi.org/10.1080/1469701042000255392
Hair, J. F. J., Sarstedt, M., Hopkins, L., & Kuppelwieser, V. G. (2014). Partial Least Squares Structural Equation Modeling (PLS-SEM) : An Emerging Tool in Business Research. European Business Review, 26(2), 106–121. https://doi.org/10.1108/EBR-10-2013-0128
Heavin, C., & Power, D. J. (2018). Challenges for Digital Transformation – Towards a Conceptual Decision Support Guide for Managers. Journal of Decision Systems, 0125(May), 1–8. https://doi.org/10.1080/12460125.2018.1468697
Holt, D. T., Armenakis, A. A., Feild, H. S., & Harris, S. G. (2007). Readiness for Organizational Change The Systematic Development of a Scale. The Journal of Applied Behavioral Science, 43(2), 232–255. https://doi.org/10.1177/0021886306295295
Holt, D. T., & Vardaman, J. M. (2013). Toward a Comprehensive Understanding of Readiness for Change : The Case for an Expanded Conceptualization Toward a Comprehensive Understanding of Readiness for Change : The Case for an Expanded Conceptualization. Journal of Change Management, 13(1), 9–18.
Jones, R. A., Jimmieson, N. L., & Griffiths, A. (2005). The Impact of Organizational Culture and Reshaping Capabilities on Change Implementation Success : The Mediating Role of Readiness for Change. Journal of Management Studies, 42(2), 361–386.
Lewis, L. K. (1999). Disseminating Information and Soliciting Input During Planned Organizational Change : Implementers’ Targets, Sources, and Channels for Communicating. Management Communication Quarterly, 13(1), 43–75. https://doi.org/10.1177/0893318999131002
Matt, C., Hess, T., & Benlian, A. (2015). Digital Transformation Strategies. Business & Information Systems Engineering, 57(5), 339–343. https://doi.org/10.1007/s12599-015-0401-5
McKay, K., Kuntz, J. R. C., & Näswall, K. (2013). The Effect of Affective Commitment, Communication and Participation on Resistance to Change: The Role of Change Readiness. New Zealand Journal of Psychology, 43(2), 29–40.
OECD. (2017). OECD Digital Economy Outlook 2017. Paris. https://doi.org/10.1787/9789264276284-en
Piderit, S. K. (2000). Rethinking Resistance and Recognizing Ambivalence: A Multidimensional View of Attitudes toward an Organizational Change. Academy of Management Review, 25(4), 783–794. https://doi.org/10.5465/amr.2000.3707722
Robbins, S. P., & Judge, T. A. (2017). Organizational Behavior (17th ed.). Pearson Education.
Russ, T. L. (2008). Communicating Change : A Review and Critical Analysis of Programmatic and Participatory Implementation Approaches Communicating Change : A Review and Critical Analysis of Programmatic and Participatory Implementation Approaches. Journal of Change Management, 8(3–4), 199–211. https://doi.org/10.1080/14697010802594604
Schermerhorn, J. R. J., Hunt, J. G., Osborn, R. N., & Uhl-Bien, M. (2010). Organizational Behavior (11th ed.). John Wiley & Sons, Inc.
Wanberg, C. R., & Banas, J. T. (2000). Predictors and Outcomes of Openness to Changes in a Reorganizing Workplace. Journal of Applied Psychology, 85(1), 132–142. https://doi.org/10.I037//0021-9010.85.1.132
Weiner, B. J. (2009). A Theory of Organizational Readiness for Change. Implementation Science, 67(4), 1–9. https://doi.org/10.1186/1748-5908-4-67