Organizational Change Recipients' Beliefs ScaleDevelopment of an Assessment Instrument
ABSTRACT 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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ABSTRACT: Reducing inefficiencies in Emergency Departments (EDs) is a priority in many US hospitals. The goal of this research is to assess how individual readiness and attitudes for change and attitudes towards lean methodology of ED employees affects the success of lean improvement efforts in EDs. Drawing on the system improvement and change management literatures, we developed a survey instrument and tested it using data collected at the end of the first year of lean implementation efforts. As a result, we provide insights for the early stages of lean implementation.
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ABSTRACT: The commitment of individuals is critical for the success of an organizational change initiative. In this quantitative survey-based study conducted at a large global bank, we analyze the perceptions of 575 information technology (IT) software professionals in India and Malaysia regarding an enterprise-wide change in order to understand the impact of career commitment vs. organizational commitment and how they impact change messages (beliefs) to generate commitments towards the change. Our finding is that the role of career commitment among IT personnel is more important than organizational commitment in generating commitment to change. Also, we show that it is career commitment, rather than organizational commitment, that is critical for change messages to be effective.
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