Organizational Change Recipients' Beliefs Scale

The Journal of Applied Behavioral Science (Impact Factor: 1.21). 12/2007; 43(4):481-505. DOI: 10.1177/0021886307303654


Based on research conducted by organizational scientists dating to the 1940s, the authors identified five important precursors that determine the degree of buy-in by organizational change recipients. The authors assembled these independent precursors into a framework labeled organizational change recipients' beliefs and developed a psychometrically sound self-report questionnaire that can be used to gauge progress of organizational change efforts. The authors describe a series of four studies used to develop a 24-item assessment tool that can be administered at any stage of the change process. The information obtained can serve as (a) a barometer of the degree of buy-in among change recipients, (b) an assessment of deficiencies in specific beliefs that can adversely impact the success of an organizational change, and (c) a basis for planning and executing actions to enhance buy-in among organizational change recipients.

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    • "Organizational change research has found that positive reactions towards change are produced if management is change competent, has a participative, informative approach, and is perceived as fair (Oreg et al., 2011). Managers are thus important change agents, facilitating the success of organizational change and influencing the degree to which followers embrace change (Armenakis et al., 2007). We specifically investigate the role of leadership style and change engagement in the process of developing such positive appraisals of change by followers. "
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    ABSTRACT: Abstract Purpose — This paper aims to identify processes which may contribute to followers’ positive reactions to change. By focusing on the relationship between change antecedents and explicit reactions, we investigate the direct and indirect relationships between leadership styles (transformational and transactional) and followers’ appraisal of change through manager engagement. Design/methodology/approach — Using data from a longitudinal survey among 351 followers in two Danish organizations, our study tracked the planned implementation of team organization at two different times. Data were analyzed using structural equation modeling. Findings — Transformational and transactional leadership styles were positively related to the engagement of managers. Managers’ engagement was associated with followers’ appraisal of change. The two leadership styles also had a direct, long-term effect on followers’ change appraisal; positive for transformational leadership and negative for transactional leadership. Practical implications — Our results have potential implications for change management, as followers’ change appraisal may be improved by developing managers’ leadership style and engagement. Originality/value — This is the first study to provide longitudinal evidence of the direct and indirect effects of leadership styles on followers’ change appraisal.
    Leadership & Organization Development Journal 03/2015; 36(1):xx. DOI:10.1108/LODJ-11-2012-0155 · 0.63 Impact Factor
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    • "The conclusion of this surveys stratify the perception factor into critical intrinsic factors (commitment, belief) and external factors (lean work method, communication) which affect the success of the lean implementation from workers' point of view and suggest that the possibility of the lean transformation success, is on the hands of employees' commitment levels, beliefs, communication and work methods. [7] Armenakis et al. [8] suggested that the belief is an opinion or a conviction about the truth of something that may not be readily obvious or subject to systematic verification. David et al. suggest that employee perceptions can be influenced by Belief, Commitment, Work method and Communication. "
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    ABSTRACT: The concept of lean manufacturing was developed for maximizing the resource utilization through minimization of waste, later on lean was formulated in response to the fluctuating and competitive business environment. Due to rapidly changing business environment the organizations are forced to face challenges and complexities. Any organization whether manufacturing or service oriented to survive may ultimately depend on its ability to systematically and continuously respond to these changes for enhancing the product value. Therefore value adding process is necessary to achieve this perfection; hence implementing a lean manufacturing system is becoming a core competency for any type of organizations to sustain. The majority of the study focuses on single aspect of lean element, only very few focuses on more than one aspect of lean elements, but for the successful implementation of lean the organisation had to focuses on all the aspects such as Value Stream Mapping (VSM),Cellular Manufacturing (CM), U-line system, Line Balancing, Inventory control, Single Minute Exchange of Dies (SMED), Pull System, Kanban, Production Levelling etc., In this paper, an attempt has been made to develop a lean route map for the organization to implement the lean manufacturing system. Analyses of the exploratory survey results are summarized in this paper to illustrate the implementation sequence of lean elements in volatile business environment and the finding of this review was synthesized to develop a unified theory for implementation of lean elements.
    Procedia Engineering 12/2014; 97. DOI:10.1016/j.proeng.2014.12.341
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    • "This study aimed to find out how readiness for change, change beliefs and resistance to change exist between extension personnel in the New Valley governorate about mobile extension, and to determine which of the two proposed models most fit with the current study. A variety of scales were employed to collect the data consisting of the organizational change readiness scale (Conner, 2005), the organizational change beliefs scale (Armenakis et al., 2007) and the resistance to change scale (Giangreco, 2002). The response format was a 5-point Likert-type scale ranging from 1 (strongly disagree) to 5 (strongly agree). "
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    ABSTRACT: This study aimed to find out how readiness for change, change beliefs and resistance to change exist between extension personnel in the New Valley governorate about mobile extension, and to determine which of the two proposed models fit with the current study. Data were collected from 103 personnel or 85.1% of the total number of extension personnel in this governorate (121 Personnel) by questionnaire. The three scales used in this study pointed out that the respondents are ready for implementing the mobile extension initiative, they have the adherent beliefs for this change, and their support to the change is greater than their resistance to it. The various indices of overall goodness of fit lent sufficient support for the results to be an acceptable representation of model (1), which indicates that the respondents develop change beliefs around what they perceived about the change (readiness), then they form their behavior of either support of or resist to the change.
    12/2014; 59(2):297-303. DOI:10.1016/j.aoas.2014.11.019
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