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Unlocking the sources of individual readiness for change: exploring the role of nationality

Unlocking the sources of individual readiness for change: exploring the role of nationality This paper aims to examine primarily the readiness for change at an individual level. Additionally, this study examines the impact of internal change factors on individual readiness for change as well as their effect across nations.Design/methodology/approachThe research relies on a quantitative research approach. A survey was conducted among 241 managers across 33 countries. Covariance-based structural equation modeling (CB-SEM) approach and multigroup analyses have been applied for hypothesis testing.FindingsOur research contributes a novel perspective on individual readiness for change and unveils how employees' perceptions of context, process and intensity as internal change factors influence their readiness for change. The findings give support to the assertion that employees' attitudes toward change are altered by individual perceptions.Research limitations/implicationsOur research explores the moderating effect of nationality used through a grouped variable and finds significant impacts of clusters of nationalities. Thus, nationality may serve as a proxy for culture that might be examined in future research studies in a more deeply focused way to include beliefs, values and societal norms.Practical implicationsThe new understanding of the topic “individual readiness for change” opens up new research directions and enriches ongoing discussions about societal change and sustainable project management. This topic creates a link to situational leadership principles, considers cultural factors and, therefore, advocates for a people-centric approach to modern stakeholder management in order to achieve commitment toward change initiatives and consequent project success.Social implicationsConsidering that the path toward the successful implementation of any change project is highly contingent on personal dispositions to change, our research uncovers the potential impact of individual perceptions on employees' readiness for change.Originality/valueOur major contribution is to highlight the importance of considering individual perceptual drivers of readiness for change and to acknowledge the moderating effect of nationality as a contextual factor altering the relationship between perception of change and individual readiness for change. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Management Development Emerald Publishing

Unlocking the sources of individual readiness for change: exploring the role of nationality

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References (88)

Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
0262-1711
DOI
10.1108/jmd-11-2023-0329
Publisher site
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Abstract

This paper aims to examine primarily the readiness for change at an individual level. Additionally, this study examines the impact of internal change factors on individual readiness for change as well as their effect across nations.Design/methodology/approachThe research relies on a quantitative research approach. A survey was conducted among 241 managers across 33 countries. Covariance-based structural equation modeling (CB-SEM) approach and multigroup analyses have been applied for hypothesis testing.FindingsOur research contributes a novel perspective on individual readiness for change and unveils how employees' perceptions of context, process and intensity as internal change factors influence their readiness for change. The findings give support to the assertion that employees' attitudes toward change are altered by individual perceptions.Research limitations/implicationsOur research explores the moderating effect of nationality used through a grouped variable and finds significant impacts of clusters of nationalities. Thus, nationality may serve as a proxy for culture that might be examined in future research studies in a more deeply focused way to include beliefs, values and societal norms.Practical implicationsThe new understanding of the topic “individual readiness for change” opens up new research directions and enriches ongoing discussions about societal change and sustainable project management. This topic creates a link to situational leadership principles, considers cultural factors and, therefore, advocates for a people-centric approach to modern stakeholder management in order to achieve commitment toward change initiatives and consequent project success.Social implicationsConsidering that the path toward the successful implementation of any change project is highly contingent on personal dispositions to change, our research uncovers the potential impact of individual perceptions on employees' readiness for change.Originality/valueOur major contribution is to highlight the importance of considering individual perceptual drivers of readiness for change and to acknowledge the moderating effect of nationality as a contextual factor altering the relationship between perception of change and individual readiness for change.

Journal

Journal of Management Development – Emerald Publishing

Published: Sep 9, 2024

Keywords: Change management; Organizational change; Readiness for change; Cross-cultural management

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