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Linking universal network quality perception and change readiness

Linking universal network quality perception and change readiness This paper aims to examine empirically, within the context of the public sector, in what way the overall quality perception of an individual’s network relationships at work affect the psychological condition known as change readiness. Moreover, the research examines whether tacit knowledge and organizational climate can have indirect effects on the relationship between universal network quality perception and change readiness.Design/methodology/approachThe data were collected through a self-reported survey from 105 individuals employed on a full-time basis by the government sector in Abu Dhabi, UAE. Using regression and mediation analysis, three hypotheses are tested relating to the direct effect of universal network quality perception and change readiness, accompanied by the indirect effects of tacit knowledge and organizational climate on the preceding relationship.FindingsThe results emanated from statistical analysis show that universal network quality perception has a positive association with change readiness, and tacit knowledge and organizational climate mediate significantly the relationship between the universal network quality perception and change readiness.Research limitations/implicationsConsidering the nature of the study, conclusions with regard to causality might not be that strong as the findings relevant to the dependent variable represented by change readiness are not based on longitudinal research and the sample comprises only local people with similar cultural background. Therefore, study conclusions may not be suitable for generalization.Practical implicationsThe mediating effects highlight the consideration of tacit knowledge and organizational climate as influential organizational mechanisms within the framework of a proactive change management practice due to their positive impact on the psychological uncertainty and lack of job content competencies that a change initiative might cause to employees and their behavioral reactions.Originality/valueThe paper reveals the role of universal network quality perception as a conduit of positive social influence on change readiness. This role becomes significantly elastic when tacit knowledge and organizational climate become notable links of relationship quality because of their ability to trigger favorable psychosocial behavioral patterns toward organizational change. Furthermore, this study expands the literature on organizational change readiness factors in the UAE, for which few studies currently exist. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Organizational Analysis Emerald Publishing

Linking universal network quality perception and change readiness

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Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
1934-8835
DOI
10.1108/ijoa-06-2018-1442
Publisher site
See Article on Publisher Site

Abstract

This paper aims to examine empirically, within the context of the public sector, in what way the overall quality perception of an individual’s network relationships at work affect the psychological condition known as change readiness. Moreover, the research examines whether tacit knowledge and organizational climate can have indirect effects on the relationship between universal network quality perception and change readiness.Design/methodology/approachThe data were collected through a self-reported survey from 105 individuals employed on a full-time basis by the government sector in Abu Dhabi, UAE. Using regression and mediation analysis, three hypotheses are tested relating to the direct effect of universal network quality perception and change readiness, accompanied by the indirect effects of tacit knowledge and organizational climate on the preceding relationship.FindingsThe results emanated from statistical analysis show that universal network quality perception has a positive association with change readiness, and tacit knowledge and organizational climate mediate significantly the relationship between the universal network quality perception and change readiness.Research limitations/implicationsConsidering the nature of the study, conclusions with regard to causality might not be that strong as the findings relevant to the dependent variable represented by change readiness are not based on longitudinal research and the sample comprises only local people with similar cultural background. Therefore, study conclusions may not be suitable for generalization.Practical implicationsThe mediating effects highlight the consideration of tacit knowledge and organizational climate as influential organizational mechanisms within the framework of a proactive change management practice due to their positive impact on the psychological uncertainty and lack of job content competencies that a change initiative might cause to employees and their behavioral reactions.Originality/valueThe paper reveals the role of universal network quality perception as a conduit of positive social influence on change readiness. This role becomes significantly elastic when tacit knowledge and organizational climate become notable links of relationship quality because of their ability to trigger favorable psychosocial behavioral patterns toward organizational change. Furthermore, this study expands the literature on organizational change readiness factors in the UAE, for which few studies currently exist.

Journal

International Journal of Organizational AnalysisEmerald Publishing

Published: Sep 9, 2019

Keywords: Organizational climate; UAE; Tacit knowledge; Change readiness; Universal network perception

References