Ready for a change? : a longitudinal study of antecedents, consequences and contingencies of readiness for change created by Frank Drzensky, Nikolai Egold and Rolf van Dick

By:

Drzensky, Frank Peter [author]

Contributor(s):

Material type: Text

TextSeries: Journal of change management ; Volume 12, number 1Abingdon: Routledge, 2012Content type:

text

Media type:

unmediated

Carrier type:

volume

ISSN:

14697017

Subject(s):

Organizational change -- Organizational psychology -- Corporate culture, Employee survey, Higher education institution -- Germany

LOC classification:

HD58.8 JOU

Online resources:

Click here to access online

Abstract: This article examines the role of organizational identification as an antecedent of readiness for change utilizing a social identity perspective. A study is presented that uses longitudinal data from a survey of employee attitudes conducted in a German organization that went through a change process (N = 166). In line with the hypotheses, readiness for change mediates the relationship between organizational identification and a positive evaluation of the change outcomes one year later. Perceived culture of change and coping with change moderate the relationship between organizational identification and readiness for change: a positive culture of change and more resources for coping strengthen the positive relationship between organizational identification and readiness for organizational change.

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Holdings
Item type	Current library	Call number	Vol info	Copy number	Status	Notes	Date due	Barcode
Journal Article	Main Library - Special Collections	HD58.8 JOU (Browse shelf(Opens below))	Vol. 12, no. 1 (pages 95-112)	SP13617	Not for loan	For in house use

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This article examines the role of organizational identification as an antecedent of readiness for change utilizing a social identity perspective. A study is presented that uses longitudinal data from a survey of employee attitudes conducted in a German organization that went through a change process (N = 166). In line with the hypotheses, readiness for change mediates the relationship between organizational identification and a positive evaluation of the change outcomes one year later. Perceived culture of change and coping with change moderate the relationship between organizational identification and readiness for change: a positive culture of change and more resources for coping strengthen the positive relationship between organizational identification and readiness for organizational change.

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