Organizational Readiness For Change Research Articles

Exploring the Nexus of Organizational Culture, Digital Capabilities, and Organizational Readiness for Change in Primary School in Digital Transformation: A Quantitative Analysis

<p style="text-align:justify">In the context of Vietnam's primary schools undergoing a digital transformation, this research investigates the relationship between organizational culture (OC), digital capabilities (DC), and organizational readiness (OR) for change. This survey, which employs a quantitative methodology, includes 892 teachers and school managers from different elementary schools. Analyses were conducted using SPSS Statistics 26.0. The study shows a favorable relationship between digital skills and organizational readiness, suggesting that more digitally capable institutions are better equipped to handle change. Furthermore, a significant correlation exists between corporate culture, digital skills, and organizational readiness, indicating that schools with a creative and supportive culture are more prone to embrace digital change. These results advance knowledge of the variables affecting organizational change-readiness in Vietnam's primary school digital transformation. These results also have significant implications for educational policymakers, school administrators, and other stakeholders facilitating digital transformation in primary schools. By recognizing the benefits of digital capabilities and organizational culture for organizational change readiness, decision-makers can implement strategies to foster a supportive culture and enhance digital capabilities within educational institutions, ultimately leading to more successful and effective digital transformation initiatives.</p>

Leaders’ experiences of successfully implementing health and welfare technology in sparsely populated Nordic areas

Purpose This study examines the effective implementation of health and welfare technology (HWT) in sparsely populated Nordic regions within healthcare and social care settings. Materials and methods Through re-analysing 12 semi-structured interviews conducted in 2020 across three successfully implementing Nordic regions, the research utilised inductive thematic analysis with a reflexive approach to uncover key experiences. Results It identifies five critical success factors: Positive attitudes towards and understanding of digital transformation, Consensus on changing care delivery through HWT, Leadership and organisational readiness for change, Effective feedback mechanisms, and Trust and engagement in the learning process. Highlighting the significance of positive mindsets, leadership, collaboration, and adaptability, the findings underscore the theoretical underpinnings of Weiner’s organisational readiness for change and Bronfenbrenner’s ecological system theory for planning and understanding HWT implementation. Addressing challenges of adapting to HWT necessitates a comprehensive approach, including tailored training, robust support systems, strategic user engagement, feedback integration, and fostering open communication, ultimately ensuring technology serves the user’s needs effectively. Conclusion In conclusion, successful HWT adoption in these areas hinges on fostering a culture of learning, strong leadership, and collaborative efforts. It suggests further research with a larger cohort to validate these insights, offering vital considerations for organisations navigating digital transformation in healthcare and social services.

Enhancing Organizational Change Readiness in Higher Education: The Role of Contextual Culture and Learning Capabilities

Enhancing Organizational Change Readiness in Higher Education: The Role of Contextual Culture and Learning Capabilities

THE IMPACT OF HUMAN RESOURCE ASPECTS IN SUPPORTING READINESS FOR CHANGE

In this modern era, all organizations experience challenges due to environmental uncertainty. Readiness to change is an important thing that must be considered by companies when implementing change management. The aspects of human resources that affect readiness to change are employee engagement, organizational justice, and perceived organizational support. This study aimed to identify and analyze the impact of employee involvement and resistance to change on readiness to change, with organizational support as a mediating variable in change management. This research uses the SEM (Structural Equation Modeling) method with the entire population of PT PLN E. The sampling technique used is purposive sampling, with a total sample size of 250 employees. The results show that employee engagement has a positive and significant effect on perceived organizational support and readiness for change, with or without making the variable perceived organizational support a mediator. In addition, the Organizational Justice variable also has a positive and significant effect on perceived organizational support and readiness for change, with or without making perceived organizational support a mediating variable. Then the last variable, perceived organizational support, has a positive and significant effect on the readiness for change variable. If the company is able to create job satisfaction, provide skill development, establish effective communication, strengthen a positive outlook, and build confidence in success, Then success in increasing employee readiness will contribute to the successful implementation of change and achieve better organizational goals.

MANAGEMENT’S READINESS FOR CHANGE IN IMPLEMENTATION OF PRODUCTION-ORIENTED APPROACH: AN ANALYSIS IN CHINA'S HIGHER VOCATIONAL COLLEGES


 
 
 
 This study seeks to analyse the extent of management's readiness for change in implementing the production-oriented approach within China's higher vocational colleges. By exploring change commitment and change efficacy, the aim is to provide valuable insights that can inform successful integration strategies for this innovative educational paradigm. The research is guided by the theoretical framework of organisational readiness for change, facilitating a comprehensive assessment of the factors influencing management's readiness. A quantitative research design is employed; data was collected through questionnaires from management staff in higher vocational colleges and analysed using Bright Please for structural equation modelling. The study rigorously tested for reliability and validity, ensuring the robustness of its findings. Finding unveils change commitment that impacts the production-oriented approach's successful implementation, while change efficacy does not. The implications of this study extend beyond the confines of higher vocational colleges in China, providing valuable insights for educational practitioners, policymakers, and researchers seeking to enhance change initiatives within the broader context of organisational transformation.
 
 
 

Diffusion of medications for opioid use disorder treatment in jail settings: a convergent mixed methods study of jail staff perspectives

BackgroundImplementation of medications for opioid use disorder (MOUD) in jails varies by facility and across states. Organizational climate, including staff attitudes toward change and exposure to education, can influence perceptions of innovations like MOUD in jails. Using a mixed methods design, we aimed to understand the association between organizational climate and jail staff perceptions of MOUD.MethodsJail staff (n = 111) who operate MOUD programs in 6 Massachusetts jails completed surveys that included the Organizational Readiness for Implementing Change (ORIC) survey. Random effects logistic regression models assessed associations between organizational climate and several outcomes of perceived MOUD efficacy, acceptability, and knowledge, while controlling for covariates. Jail staff (N = 61) participated in qualitative interviews and focus groups focused on organizational climate and knowledge diffusion, which we analyzed using inductive and deductive methods.ResultsThe results indicate that organizational change readiness on the ORIC was associated with positive perceptions of MOUD, and educational resources facilitated MOUD implementation. Greater ORIC was associated with higher perception of methadone as highly acceptable for jail populations (Odds ratio [OR] 2.3, 95% Confidence Interval [CI] 1.2 to 4.4), and high knowledge of methadone (OR 2.3, 95% CI 1.1 to 4.9), with similar magnitude of effects for buprenorphine. High levels of training for jail staff on methadone and buprenorphine were also associated with higher knowledge of these medications (Methadone: OR 7.2, 95% CI 2.2 to 23.2; Buprenorphine: OR 3.4, 95% CI 1.2 to 9.5). Qualitative results point towards the importance of organizational climate and elucidate educational strategies to improve staff perceptions of MOUD.ConclusionResults underscore the importance of organizational climate for successful implementation of jail MOUD programs and provide support for medication-specific educational resources as a facilitator of successful MOUD implementation in jail settings. Findings highlight implementation strategies that may improve jail staff perceptions of MOUD.

Exploring the readiness of youth education institutions with high‐risk students to implement a suicide prevention gatekeeper intervention: A nationwide observational survey study in Denmark

AbstractDanish schools offering “preparatory basic education and training” (FGU schools) have students that are characterized by having different academic, social, or personal problems. In addition, many FGU students are at high risk of suicidal behavior. Many young people with suicide behavior do not seek help and early identification is important for suicide prevention. Teachers are in a position where it could be relevant to implement a gatekeeper intervention. To ensure successful implementation of an intervention, it is important to establish organizational readiness for change, including its innovation‐specific capacity, which are the facilitating requirements in the organization specific to the intervention. We aimed to explore the innovation‐specific capacity to implement a gatekeeper intervention at FGU schools in Denmark. This study is based on an online survey completed by teaching staff (n = 251) at FGU schools to explore their overall knowledge about and experience with students' suicidal behavior. Limited knowledge of suicide prevention was found among teaching staff. Most knowledge was from personal experience. There is a need for teaching staff to be educated about suicidal behavior. There is a lack of innovation‐specific capacity to implement a gatekeeper intervention.

A practical tool for managing change: cross-sectional psychometric assessment of the safe surgery organizational readiness tool.

Strengthening health systems through planned safety and quality improvement initiatives is an imperative to achieve more equitable, resilient, and effective care. And yet, years of organizational behavior research demonstrate that change initiatives often fall short because managers fail to account for organizational readiness for change. This finding remains true especially among surgical safety and quality improvement initiatives in low-income countries and middle-income countries. In this study, our aim was to psychometrically assess the construct validity and internal consistency of the Safe Surgery Organizational Readiness Tool (SSORT), a short survey tool designed to provide change leaders with insight into facility infrastructure that supports learning and readiness to undertake change. To demonstrate generalizability and achieve a large sample size ( n =1706) to conduct exploratory factor analysis (EFA) and confirmatory factor analysis (CFA), a collaboration between seven surgical and anesthesia safety and quality improvement initiatives was formed. Collected survey data from health care workers were divided into pilot, exploration, and confirmation samples. The pilot sample was used to assess feasibility. The exploration sample was used to conduct EFA, while the confirmation sample was used to conduct CFA. Factor internal consistency was assessed using Cronbach's alpha coefficient. Results of the EFA retained 9 of the 16 proposed factors associated with readiness to change. CFA results of the identified 9 factor model, measured by 28 survey items, demonstrated excellent fit to data. These factors (appropriateness, resistance to change, team efficacy, team learning orientation, team valence, communication about change, learning environment, vision for sustainability, and facility capacity) were also found to be internally consistent. Our findings suggest that communication, team learning, and supportive environment are components of change readiness that can be reliably measured prior to implementation of projects that promote surgical safety and quality improvement in low-income countries and middle-income countries. Future research can link performance on identified factors to outcomes that matter most to patients.

An implementation science focused practice‐based research network for rural community pharmacies: RURAL‐CP

AbstractPractice‐based research networks (PBRNs) support the translation and evaluation of evidence‐based practices and interventions on a large scale and have primarily been used in primary care settings. Few pharmacy PBRNs exist. Our objective is to describe the composition and characteristics of the Rural Research Alliance of Community Pharmacies (RURAL‐CP), which is the first PBRN exclusively for rural community pharmacies. For each enrolled pharmacy, a pharmacist liaison completed a survey that assessed the pharmacy's operational characteristics, including business operations, human resource management, division of clinical responsibilities, technology and enhanced services, organizational context, and research priorities. Additionally, up to five other pharmacy staff members completed a brief survey on organizational context. Descriptive statistics were calculated. As of May 2023, there were 126 pharmacies across seven southeastern states that were enrolled in RURAL‐CP. Most pharmacies (91%) were independent pharmacies and operated 6 days per week (82%). On average, pharmacies employed 10 staff members and most trained student pharmacists. Pharmacies offered valuable services in their community, including immunizations, naloxone dispensing, and medication delivery. Blood glucose testing was the most common point‐of‐care (POC) test offered, and most pharmacies were interested in expanding POC offerings, particularly A1c testing and cholesterol screening. RURAL‐CP pharmacies have, on average, relatively strong organizational contexts and readiness for change. Pharmacists' top research priorities were expansion of clinical services, reimbursement, patient adherence, and addressing diabetes and hypertension. Although not generalizable to all rural pharmacies, results indicate that rural pharmacies deliver many important services in their communities and are interested in increasing services provided.

PENGARUH TRANSFORMATIONAL LEADERSHIP TERHADAP READINESS FOR CHANGE: DIMEDIASI OLEH ORGANIZATIONAL TRUST

ABSTRAK
 The purpose of this study was to determine the effect of transformational leadership on readiness for change which was intervened by organizational trust among the employee in the Class II Navigation District Office of Type A Teluk Bayur, Padang, Indonesia. The method used is quantitative techniques by distributing surveys to employees of the Navigation District Office Type A Class II Teluk Bayur. The final sample of research is 52 respondents. The primary data is applied using questioner. The variable is measured by five Likert scales starting from very much disagree (1) to very much agree (5). Data is analysed using the structural equation model (SEM)PLS. in this case, we use the smart pls 3. The finding show that organizational trust mediates the relationship between transformational leadership and readiness for change. In addition, this study also documented two significant direct relationships: (i) the relationship between transformational leadership and organizational trust, and (ii) the relationship between organizational trust and readiness for change. This study has a theoretical and practical implications, and they are discussed detail in paper. 
 Keywords: transformational leadership, organisational trust, readiness for change

Readiness for Change Scale in Higher Education: Adaptation and Validity of the Indonesia Version

Objective: The Readiness for Change Questionnaire was created to assess readiness and ability to face new things and change. It is still being determined whether this scale is also relevant in the context of governance changes in higher education, especially in Indonesia. Method: This study examines the scale of cross-cultural adaptation and assesses the modified version using higher education as an organizational context. Translation, synthesis, back-translation, engagement with subject experts, and an emphasis on readability were all part of the thorough scale adaptation process by the International Test Commission (ITC) Guidelines for Translating and Adapting Test. The researchers performed an anonymous self-administered survey and gathered 534 responses from two samples of non-academic staff working in different universities. Results: Results showed that the scale, consisting of 25 questions divided into four subscales, had acceptable fit indices using CFA and excellent internal consistency. Novelty: The findings show that the scale is appropriate for assessing organizational readiness for change and may contribute to research and practical implications for higher education institutions experiencing governance changes.

Predictors of change outcomes in mandated change: unpacking the outcome triangle

ABSTRACT This study utilizes the unique opportunity provided by a mandated change from cash-based to accrual-based reporting in local governments to explore the role of contextual, organizational and individual change-process-related factors in predicting different change outcomes. Based on two surveys conducted in 2019 and 2021, it investigates how information quality, interactional justice, organizational change readiness resources, and change-related perceived behavioural control affect three different change outcomes: implementation performance, enhanced reporting quality, and improved decision making. By offering a nuanced understanding of the mechanisms driving mandated change outcomes, the study provides key insights for policymakers and practitioners initiating or embarking on mandatory reforms.

Factors Associated with Nurses’ Readiness for Organizational Change and Its Relation to Innovative Work Behaviors

Factors Associated with Nurses’ Readiness for Organizational Change and Its Relation to Innovative Work Behaviors

Psychometric properties of two implementation measures: Normalization MeAsure Development questionnaire (NoMAD) and organizational readiness for implementing change (ORIC).

Effective interventions need to be implemented successfully to achieve impact. Two theory-based measures exist for measuring the effectiveness of implementation strategies and monitor implementation progress. The Normalization MeAsure Development questionnaire (NoMAD) explores the four core concepts (Coherence, Cognitive Participation, Collective Action, Reflexive Monitoring) of the Normalization Process Theory. The Organizational Readiness for Implementing Change (ORIC) is based on the theory of Organizational Readiness for Change, measuring organization members' psychological and behavioral preparedness for implementing a change. We examined the measurement properties of the NoMAD and ORIC in a multi-national implementation effectiveness study. Twelve mental health organizations in nine countries implemented Internet-based cognitive behavioral therapy (iCBT) for common mental disorders. Staff involved in iCBT service delivery (n = 318) participated in the study. Both measures were translated into eight languages using a standardized forward-backward translation procedure. Correlations between measures and subscales were estimated to examine convergent validity. The theoretical factor structures of the scales were tested using confirmatory factor analysis (CFA). Test-retest reliability was based on the correlation between scores at two time points 3 months apart. Internal consistency was assessed using Cronbach's alpha. Floor and ceiling effects were quantified using the proportion of zero and maximum scores. NoMAD and ORIC measure related but distinct latent constructs. The CFA showed that the use of a total score for each measure is appropriate. The theoretical subscales of the NoMAD had adequate internal consistency. The total scale had high internal consistency. The total ORIC scale and subscales demonstrated high internal consistency. Test-retest reliability was suboptimal for both measures and floor and ceiling effects were absent. This study confirmed the psychometric properties of the NoMAD and ORIC in multi-national mental health care settings. While measuring on different but related aspects of implementation processes, the NoMAD and ORIC prove to be valid and reliable across different language settings.

Mediating Role of Organizational Change Readiness on Knowledge Management and Entrepreneurial Orientation for Innovation

The research aimed to explore factors that could help schools enhance their innovation which is challenging due to their institution nature. Three variables were investigated as the antecedents of innovations: entrepreneurial orientation, knowledge management, and organizational change readiness. In education, entrepreneurial orientation was gauged through five dimensions: innovativeness, proactiveness, risk-taking, autonomy, and competitive aggressiveness. The knowledge management process involved three dimensions: knowledge creation, knowledge sharing, and knowledge utilization. The relationship between knowledge management variables was formative, as no single dimension fully captured the entire process; each contributes uniquely. Organizational change readiness dimensions included changing commitment and change efficacy. Dependent variable innovation was assessed through technical, administrative, and managerial innovation. The empirical research was quantitative by design, and data were collected from 110 private secondary schools across Indonesia. The research model was tested using partial least squares – structural equation modeling (PLS-SEM) with the extended repeated indicator approach. The research finds that entrepreneurial orientation does not directly affect innovation, but it is fully mediated by organizational change readiness. Additionally, while knowledge management has a significant direct effect on innovation, organizational change readiness partially mediates the relationship. The research also highlights the importance of organizational change readiness, which has rarely been discussed in entrepreneurial orientation and knowledge management literature.

Readiness For Organizational Change: Workplace and Individual Factors At PT TBK (JV Company)

The merger & acquisition (M&A) process with foreign companies can cause changes in the company, ranging from changes in structure to processes and ways of working in the company. This study aims to determine the influence of workplace factors in the form of organizational commitment, organizational culture, organizational support and individual factors in the form of job satisfaction, work attachment and affective commitment to employee readiness to face change. Data collection in this study used the probability sampling method. The number of participants obtained in this study was 156 employees at the head office of PT Tbk Organization culture, organizational commitment, job satisfaction, work attachment and individual commitment (affective commitment) had a significant influence on readiness for organizational change (p = 0.00). Organizational support had no significant effect on readiness for organizational change (p = 0.053). Organizational culture factors are the most influential factors on readiness for organizational change.

Evaluating the implementation of a person-centred transition programme for adolescents and young adults with long-term conditions: the role of context and organisational behaviour

PurposeDrawing on the experiences of healthcare professionals in one paediatric hospital, this paper explores the influence of context and organisational behaviour on the implementation of a person-centred transition programme for adolescents and young adults (AYA) with long-term conditions.Design/methodology/approachA single embedded qualitative case study design informed by a realist evaluation framework, was used. Participants who had experience of implementing the transition programme were recruited from across seven individual services within the healthcare organisation. The data were gathered through semi-structured interviews (n = 20) and analysed using thematic analysis.FindingsImplementation of the transition programme was influenced by the complex interaction of macro, meso and micro processes and contexts. Features of organisational behaviour including routines and habits, culture, organisational readiness for change and professional relationships shaped professional decision-making around programme implementation.Originality/valueThere exists a significant body of research relating to the role of context and its influence on the successful implementation of complex healthcare interventions. However, within the area of healthcare transition there is little published evidence on the role that organisational behaviour and contextual factors play in influencing transition programme implementation. This paper provides an in-depth understanding of how organisational behaviour and contextual factors affect transition programme implementation.

SPOSOBNOST ORGANIZACIJSKOG UČENJA KAO POSREDNIK U ODNOSU IZMEĐU SPREMNOSTI NA PROMJENU I USPJEHA PROMJENE

Organizational change becomes important when companies fail to accomplish planned goals in a turbulent business environment. However, successful change implementation becomes impossible without organizational members' change readiness. Resistance to change is a factor that can jeopardize change efforts the most, and change readiness reduces potential change resistance. Also, continuous learning of all organization members is an essential prerequisite for successful change implementation. The aim of this research is to analyze the impact of change readiness on change success and investigate the role of organizational learning capacity in this relationship. The study was conducted in September 2021, and the sample included 43 large companies operating in Croatia. The results of PLS-SEM analysis show that the impact of change readiness on the success of organizational change is fully mediated by organizational learning capacity.

Ready? Set? Go?: Examining Organizational Readiness for Change in a Quality Improvement Intervention for Youth Mentoring Programs

Previous articleNext article No AccessReady? Set? Go?: Examining Organizational Readiness for Change in a Quality Improvement Intervention for Youth Mentoring ProgramsRenee Spencer, Alison L. Drew, Carla Herrera, Bowen McBeath, and Thomas E. KellerRenee Spencer Search for more articles by this author , Alison L. Drew Search for more articles by this author , Carla Herrera Search for more articles by this author , Bowen McBeath Search for more articles by this author , and Thomas E. Keller Search for more articles by this author PDFPDF PLUS Add to favoritesDownload CitationTrack CitationsPermissionsReprints Share onFacebookTwitterLinkedInRedditEmail SectionsMoreDetailsFiguresReferencesCited by Journal of the Society for Social Work and Research Just Accepted Published for the Society for Social Work and Research Article DOIhttps://doi.org/10.1086/718516 Views: 29Total views on this site HistoryAccepted November 30, 2021 PDF download Crossref reports no articles citing this article.

The Relationship between the Distinctive Capabilities of Creative Personality and Perceived Organizational Readiness for Strategic Change of the Directors of the Egyptian Telecommunications Company

The purpose of this study is to identify the relationship between the distinctive capabilities of the creative personality and the perceived organizational readiness for strategic change. The study followed the quantitative analytical approach as a method for the study. The study was applied on a sample of (319) individuals working in the Egyptian Telecommunications Company who were selected from a community of (1850) individuals. The study found that the degree of awareness of individuals of the distinctive capabilities of the creative personality and organizational readiness for strategic change was medium. The study also found that there is a direct significant relationship between distinctive capabilities of the creative personality and the organizational readiness for strategic change. The study suggests to the company a compensatory mix suitable for individuals with special creativity capabilities to maintain them, to develop leadership skills within the company and to build business systems and procedures associated with change strategies in order to maximize the creative capabilities of human resources and increase their value and competitiveness.