Date of Conferral
Nearly two-thirds of organizational change initiatives are unsuccessful due to a lack of high levels of change readiness prior to implementation of the change. A review of the literature supported the importance of establishing organizational readiness for change (ORC), but a gap remained in the empirical data and extant literature about whether presumed antecedents identified in ORC theory contribute to increased levels of ORC. The purpose of this study was to gather empirical data to address this question of whether change valence and informational assessment scores are associated with increased levels of organizational readiness for implementing change. The research design was quantitative and nonexperimental. Data were collected via online Likert-type survey from employees (n = 70) in an organization undergoing significant change. An analysis was performed using OLS regression and principal components analysis. The results showed that change valence and informational assessment were positively and significantly associated with increased organizational readiness for change score (Î² = 1.778, p < .001, and Î² = 1.392, p < .001, respectively), and that change commitment and efficacy loaded favorably in a principal components analysis of ORC score. The findings are significant to the field of management as they show how establishing increased levels of change valence and informational assessment may help positively influence employee participation and organizational change outcomes. The study is socially significant because it may illuminate differences in perception between employees and leadership regarding change and may contribute to greater inclusion of a broader array of employee perspectives, opinions, and experiences in the organizational change process.