Change Readiness

Journal of Management
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Change Readiness: A Multilevel Review

Alannah E. Rafferty, Nerina L. Jimmieson and Achilles A. Armenakis
Journal of Management 2013 39: 110 originally published online 5 September 2012
DOI: 10.1177/0149206312457417
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Journal of Management
Vol. 39 No. 1, January 2013 110-135
DOI: 10.1177/0149206312457417
The Author(s) 2013
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Change Readiness: A Multilevel Review

Alannah E. Rafferty
The University of New South Wales
Nerina L. Jimmieson
The University of Queensland
Achilles A. Armenakis
Auburn University
The authors conducted a theoretical review of the change readiness literature and identified two
major limitations with this work. First, while there is substantial agreement about the key cognitions that underlie change readiness, researchers have not examined the affective element of this
attitude. Second, researchers have not adopted a multilevel perspective when considering
change readiness. The authors address these limitations and argue that it is important to incorporate affect into definitions of the change readiness construct and also when measuring this
construct. They then develop a multilevel framework that identifies the antecedents and consequences of individual, work group, and organizational change readiness. Next, the authors
outline the theoretical processes that lead to the development of individual and collective
change readiness. They then review theoretical and empirical evidence to identify the antecedents of change readiness at the three levels of analysis. Finally, the authors identify a number
of suggestions to guide future research seeking to adopt a multilevel approach to change
readiness.
Keywords: readiness for change; multilevel framework; antecedents of change readiness;
outcomes of change readiness
Acknowledgments: We are grateful to Steven Caldwell and Shaul Oreg for their comments on an earlier version of
this article.
Corresponding Author: Alannah E. Rafferty, School of Management, Australian School of Business, The
University of New South Wales, Kensington, NSW, Australia 2052
E-mail: [email protected]
110
Rafferty et al. / Change Readiness 111
The study of change and development is one of the great themes in the social sciences
(Ford & Ford, 1994; Pettigrew, Woodman, & Cameron, 2001; Van de Ven & Poole, 1995),
and interest in this topic continues to grow as organizations struggle to cope with
technological advances, a global marketplace, and the denationalization and deregulation of
marketplaces, which have resulted in accelerating environmental complexity (De Meuse,
Marks, & Dai, 2010; Gordon, Stewart, Sweo, & Luker, 2000). This complexity requires
organizations to rapidly change themselves in order to survive (Gordon et al., 2000). As a
result, companies now make moderate to major changes at least every four to five years
(Lewis, 2000). The prevalence of large-scale organizational changes can be seen in the
1,353 mass layoff actions involving 116,689 workers that occurred in October 2011 in the
United States (Bureau of Labor Statistics, 2011). In addition, a 2011 survey of over 800
executives from around the world indicated that half of the respondents expected their
organizations to engage in more merger and acquisition deals in the next 12 months than
they had in the previous 12 months (Uhlaner & West, 2011).
Although large-scale organizational change efforts occur with increasing regularity, all too
frequently these efforts fail to achieve their intended aims (Beer & Nohria, 2000). In a survey
of over 3,000 executives, Meaney and Pung (2008) reported that two-thirds of respondents
indicated that their companies had failed to achieve a true step change in performance after
implementing organizational changes. Academic researchers are perhaps even more pessimistic
about the success of change efforts, concluding that organizational change efforts are often so
poorly managed that they precipitate organizational crises (Probst & Raisch, 2005). In
response to the high rate of change failure, researchers have sought to identify factors that may
increase the likelihood of successfully implementing organizational changes. Miller, Johnson,
and Grau (1994) argue that, while the failure to successfully implement planned change may
be attributed to many factors, few issues are as critical as employees attitudes toward change.
We agree with this conclusion, and we focus on change readiness, which has been defined as
an individuals beliefs, attitudes, and intentions regarding the extent to which changes are
needed and the organizations capacity to successfully undertake those changes (Armenakis,
Harris, & Mossholder, 1993: 681). Change readiness is the most prevalent positive attitude
toward change that has been studied in the organizational change literature. Indeed, in a review
of the literature, Bouckenooghe (2010) concluded that over 90% of conceptual work on
change attitudes has been conducted on either change readiness or resistance to change.
Despite the degree of interest in change readiness, however, we identify two major
limitations with research on the topic that currently restricts our understanding of this
construct. First, while there is agreement about the key cognitions or beliefs that underlie
change readiness (cf. Armenakis, Bernerth, Pitts, & Walker, 2007; Armenakis et al., 1993),
researchers have paid considerably less attention to the affective element of this change
attitude. The lack of attention directed toward affect is an important omission, as social
psychologists have defined attitudes as evaluative summary judgments that can be derived
from qualitatively different types of information (e.g., affective and cognitive) (Crites,
Fabringar, & Petty, 1994: 621). In this respect, affective and cognitive components of
attitudes have been identified as proximal antecedents of the overall evaluative judgment
that is an attitude (Weiss, 2002). We draw on attitude theory to argue that it is essential to
consider both the cognitive and affective aspects of change readiness when defining and
112 Journal of Management / January 2013
measuring this construct. Both theoretical and empirical studies support the distinctiveness
of the cognitive and affective elements of an attitude and the overall evaluative judgment
that is an attitude (Breckler & Wiggins, 1989; Trafimow & Sheeran, 1998; van den Berg,
Manstead, Joop, & Wigboldus, 2005). In addition, researchers have reported that cognition
and affect display differential relations with the overall attitude evaluation (e.g., Abelson,
Kinder, Peters, & Fiske, 1982; Breckler & Wiggins, 1989), while also being differentially
associated with behaviors (e.g., Breckler & Wiggins, 1989; Lawton, Conner, & McEachan,
2009).
The second major limitation of the change readiness literature is that researchers have not
adopted a multilevel perspective, which we argue is essential for understanding the
individual and organizational implications of change readiness. While a number of
researchers have acknowledged that organizational change efforts inherently involve
multilevel processes (Caldwell, Herold, & Fedor, 2004; Caldwell, Yi, Fedor, & Herold,
2009; Pettigrew et al., 2001; Whelan-Barry, Gordon, & Hinings, 2003), these processes have
not been reflected in our thinking about change readiness. While the level of theory and
measurement when studying change readiness has overwhelmingly been at the individual
level, researchers often use these data to make statements about an organizations readiness
for change (Bouckenooghe, 2010). This is problematic because relationships that hold at one
level of analysis may be stronger or weaker at a different level of analysis and may, in fact,
even reverse (Ostroff, 1993). We develop a multilevel framework (see Figure 1) outlining
the antecedents and consequences of individual, work group, and organizational change
readiness. Adopting a multilevel perspective reveals a range of insights that have been
overlooked. In particular, our analysis suggests that the processes that contribute to the
emergence of change readiness at the individual and collective levels differ at the individual,
group, and organizational levels. In addition, our review suggests that the antecedents and
consequences of change readiness are likely to differ at the three levels of analysis.
A Multilevel Framework of Change Readiness

Our first task in developing a multilevel theory of change readiness is to define this
construct at the individual level of analysis and outline the theoretical processes that
contribute to the emergence of this construct. Next, we specify the nature and structure of
the construct at the work group and organizational levels. We argue that change readiness is
isomorphic. That is, all individuals perceive readiness along the same set of dimensions, or
all work group or organizational members consider change readiness the same way
(Kozlowski & Klein, 2000). We then outline how change readiness should be assessed at the
collective level, arguing that a referent-shift consensus model is appropriate. Next, we
review existing theoretical and empirical evidence exploring the antecedents of readiness for
change at the three levels of analysis. The result of our review is a multilevel framework that
outlines the antecedents and outcomes of readiness for change (see Figure 1).
Our focus on specifying the outcomes of change readiness at the three levels of analysis
is important because outcomes are perhaps the least theorized and least studied aspects of
organizational change (Weiner, 2009: 71). We identify change-supportive behaviors (Kim,
Figure 1
Multilevel Framework of the Antecedents and Consequences of Readiness for Change
Note: Heavy dashed line displays the compositional processes through which lower level phenomena are compiled
to result in higher level phenomena. Lightly dashed lines display potential cross-level relationships.
Hornung, & Rousseau, 2011) as one set of key outcomes likely to result from individual
change readiness. Kim et al. define change-supportive behaviors as actions employees
engage in to actively participate in, facilitate, and contribute to a planned change initiated by
the organization (2011: 1665). In addition, we identify positive job attitudes, including job
satisfaction and organizational commitment, as key outcomes of individual change readiness.
At the work group level, we identify change-supportive behavior of the work group and
positive work group attitudes as outcomes of work group readiness for change. At the
organizational level, however, we identify the development of dynamic capabilities concerned
with change implementation as potential outcomes resulting from organizational change
readiness. Salvato and Rerup suggest that dynamic capabilities help a firm systematically
and reliably adapt lower-level entitiesmainly routines and standard capabilitiesto
dynamic environments (2011: 473). These authors propose that dynamic capabilities involve
the development of stable patterns of routines or collections of routines that generate and
alter lower level routines and capabilities within an organization.
Defining Individual Readiness for Change

The most commonly cited discussion of change readiness was provided by Armenakis
et al., who defined this construct as an individuals beliefs, attitudes, and intentions
regarding the extent to which changes are needed and the organizations capacity to
successfully undertake those changes (1993: 681). While a range of other definitions has
been developed (see Table 1), it is clear that subsequent definitions of change readiness are
largely derived from Armenakis et al.s original work. However, attitudes are evaluative
summary judgments that can be derived from qualitatively different types of information
(e.g., affective and cognitive) (Crites et al., 1994: 621). Thus, beliefs about an attitude object
and affective responses to an attitude object are distinct antecedents or causes of the overall
evaluative judgment that is an attitude. While Armenakis et al.s definition emphasizes
beliefs, it does not examine the affective component of change readiness. In addition,
Armenakis et al.s definition encompasses behavioral intentions. However, intentions are
concerned with the motivational factors that influence a behavior and are indicators of how
hard a person is willing to try and of how much effort he or she is willing to exert in order
to perform the behavior (Ajzen, 1991). We propose that it is not appropriate to include
intentions as a component of change readiness. Below, we examine research to identify the
cognitive and affective elements that have been identified as influencing the overall
evaluation of change readiness.
Cognitive components of change readiness. Armenakis et al. (1993) identified two beliefs
as key components of change readiness, including the belief that change is needed and the
belief that the individual and organization have the capacity to undertake change. Armenakis
and Harris (2002) expanded this discussion and identified five beliefs underlying an
individuals change readiness. First, Armenakis and Harris argue that a change message must
create a sense of discrepancyor a belief that change is needed. In addition, an individual
must believe that a proposed change is an appropriate response to a situation. Both of these
cognitions can be subsumed under the category need for change. Armenakis and Harris also
argue that a change message must create a sense of efficacy, which refers to an individuals
perceived capability to implement a change initiative (Armenakis et al., 2007). This is a
malleable (statelike) form of self-efficacy that is particularly change related (Oreg, Vakola, &
Armenakis, 2011). The fourth beliefprincipal supportassesses an individuals belief that
his or her organization (i.e., superiors and peers) will provide tangible support for change in
the form of resources and information. This belief contributes to an individuals sense of
efficacy about his or her capability to implement change. The final change beliefvalence
is concerned with an individuals evaluation of the benefits or costs of a change for his or her
job and role. If an individual does not believe that change has benefits, then it is not likely
that he or she will have a positive overall evaluation of his or her readiness for change.
Affective components of change readiness. Crites et al. (1994) state that affect consists of
discrete, qualitatively different emotions such as love, hate, delight, sadness, happiness,
annoyance, calmness, excitement, boredom, relaxation, anger, acceptance, disgust, joy, and
sorrow. While Armenakis et al.s (1993) definition does not address the affective components
of change readiness, more recent discussions have broadly acknowledged that affect is an
important component of the change readiness construct. For example, Holt, Armenakis,
Feild, and Harris define change readiness as the extent to which an individual or individuals
are cognitively and emotionally inclined to accept, embrace, and adopt a particular plan to
purposefully alter the status quo (2007: 235).
An examination of other change attitudes suggests that a number of authors have identified
affective elements of these attitudes. For example, Miller et al. defined openness to change
115
Individual level
Organizational level
Readiness for change
Individual readiness
for change
Organizational
readiness for change
Cunningham et al.,
2002
Jones, Jimmieson,
& Griffiths, 2005
Holt, Armenakis,
Feild, & Harris,
2007
Weiner, 2009
Individual level
Individual level
Individual level
Eby et al., 2000
Individual level
Level of Analysis
Construct
Eby, Adams,
Russell, & Gaby,
2000
Author
Definition
Readiness for change is conceptualized in terms of an individuals perception of a specific
facet of his or her work environmentthe extent to which the organization is perceived
to be ready to take on large-scale change. . . . Readiness for organizational change reflects
an individuals unique interpretive reality of the organization (p. 422).
Readiness refers to an individuals perception of a specific facet of his or her work
environmentthe extent to which the organization is perceived to be ready for change
(p. 422).
Readiness involves a demonstrable need for change, a sense of ones ability to
successfully accomplish change (self-efficacy) and an opportunity to participate in the
change process (p. 377).
The notion of readiness for change can be defined as the extent to which employees hold
positive views about the need for organizational change (i.e., change acceptance), as well
as the extent to which employees believe that such changes are likely to have positive
implications for themselves and the wider organization (p. 362).
Readiness for change is the extent to which an individual or individuals are cognitively
and emotionally inclined to accept, embrace, and adopt a particular plan to purposefully
alter the status quo (p. 235).
Organizational readiness for change refers to organizational members change
commitment and self efficacy to implement organizational change (p. 68).
Table 1
Change Readiness Definitions
as encompassing positive affect about the positive consequences of change (1994: 60).
Wanberg and Banas (2000) identified two aspects of openness to change, one of which is
positive affect about the potential consequences of change. However, an examination of items
measuring openness to change in Wanberg and Banass study suggests a measurement focus
on employees cognitive evaluation of change rather than on their affective responses to
change. For instance, items assessing openness to change included Overall, proposed
changes are for the better and I think that the change will have a negative effect on the
clients we serve.
We propose that affective change readiness should be assessed by discrete emotion items
that capture an individuals or a groups positive emotions concerning a specific change
event. Affective reactions to change may result from currently experiencing an emotion
(such as hope) due to the prospect of a desirable or undesirable future event (Baumgartner,
Pieters, & Bagozzi, 2008). Hope reflects pleasure about the prospect of a desired event, and
specific emotional facets include anticipatory excitement and feelings of optimism,
confidence, or relaxation. In addition, positive emotions may result from imagining the
experience of certain emotions in the future once certain events have occurred (Baumgartner
et al., 2008). For example, an individual may imagine that he or she will obtain a promotion
after an organizational restructure and, with this, the happiness that he or she will feel having
achieved this outcome.
In summary, we propose that an individuals overall evaluative judgment that he or she
is ready for organizational change is influenced by (1) the individuals beliefs (a) that
change is needed, (b) that he or she has the capacity to successfully undertake change, and
(c) that change will have positive outcomes for his or her job/role and by (2) the individuals
current and future-oriented positive affective emotional responses to a specific change
event.
Collective Readiness for Change

Recently, a number of theorists have acknowledged that organizational change initiatives
involve the implementation and adoption of change initiatives at multiple organizational
levels. Whelan-Barry et al. argued that the organizational-level change process inherently
involves the group and the individual change processes (2003: 187). Subsequently, we
propose that a work groups change readiness and an organizations change readiness
attitude emerge from the cognitions and affects of individuals that become shared because
of social interaction processes and that manifest as higher level collective phenomena: work
group and organizational readiness for change. We propose that a work groups change
readiness and an organizations change readiness are influenced by (1) shared cognitive
beliefs among work group or organizational members (a) that change is needed, (b) that the
work group or organization has the capability to successfully undertake change, (c) that
change will have positive outcomes for the work group or organization and by (2) the
occurrence of current and future-oriented positive group or organizational emotional
responses to an organizational change. Below, we outline the processes that contribute to the
emergence of work group and organizational readiness for change.
Work group change readiness: Cognitive beliefs. Individuals in teams are exposed to a
range of top-down processes that produce a common set of stimuli, such as leaders,
organizational events, and processes, that all group members experience. When work group
members interact with each other, over time each individual in that group converges on a
consensual view of events and key features of the workplace (Kozlowski & Klein, 2000). In
a change context, theorizing acknowledges this, suggesting that organizational change
involves an individual and group sensemaking process taking place in a social context that
is a product of constant and ongoing human production and interaction in organizational
settings (George & Jones, 2001: 421). As a result, it is increasingly clear that the meaning
of any change event is negotiated and ultimately determined by individual and group
sensemaking efforts. Isabella (1990) argued that, in the first stage of any change process
the anticipation stageemployees use speculation in the form of rumors to develop an
understanding of impending changes. Work group members arrive at shared beliefs regarding
change events through communicating with each other using rumors in order to make sense
of their changing workplace.
Other empirical work indirectly suggests that work groups develop collective beliefs that
(a) change will have positive outcomes and (b) there is a need for change and that these
shared beliefs increase the likelihood of successfully implementing change. For example,
Mohrman (1999) compared work groups (i.e., accelerated learning units) that were
successfully implementing organizational change with those that were doing so unsuccessfully.
Mohrman found that the members of successful work groups were more positive about the
outcomes they were experiencing as a result of changes and felt the changes were in their
best interests and in the best interests of the company.
Work group change readiness: Affective responses. Sanchez-Burks and Huy suggest that
collective emotional reactionswhich capture the composition of various shared emotions
of the groups members (2009: 24)can develop in response to change events. A number
of theoretical processes are likely to contribute to the development of shared affective
responses to change events, including emotional comparison and contagion (Barsade, 2002;
Bartel & Saavedra, 2000; Sanchez-Burks & Huy, 2009). Both of these processes suggest that
individuals use two types of cues to synchronize their moods with others: self-produced cues
and situational cues. Self-produced cues focus on an individuals perceptions of his or her
own expressive behaviors, whereas situational cues are based on perceptions regarding what
others expressive behaviors mean in a given situation. In particular, emotional comparison
occurs when individuals in ambiguous and physiologically arousing situationssuch as
during periods of large-scale organizational changeseek out and use cues from similar
others to label their aroused state. Work group members are often selected as an appropriate
comparison, as they are seen as providing an accurate measure for evaluating the intensity,
nature, or appropriateness of ones emotional state. These social comparisons determine the
specific emotion that is felt, and ones level of physiological arousal can help determine how
intensely the emotion is felt (Bartel & Saavedra, 2000).
Barsade (2002) discussed the role of emotional contagion, which he describes as a
process in which a person or group influences the emotions or behaviors of another person
or group through the conscious or unconscious induction of emotional states. Bartel and
Saavedra (2000) suggest that emotional contagion occurs through behavioral mimicry and
synchrony, which can lead individuals to become emotionally in tune with others in two
ways. First, individuals tend to feel emotions consistent with the facial, postural, and vocal
expressions they mimic. These expressions are generated unconsciously and promote
emotional contagion in social settings. Second, a conscious self-perception process also may
occur, such that people make inferences about their own emotional states based on their own
expressive behavior. When internal physiological cues about ones emotions and feelings are
weak or ambiguous, an individual relies on behavioral cues to infer mood.
A number of empirical studies indicate that collective emotions can be reliably distinguished
by both external raters and group members (e.g., Mackie, Devos, & Smith, 2000; Totterdell,
Kellett, Briner, & Teuchmann, 1998). Researchers have identified a number of antecedents of
collective emotions, including task and social interdependence, the frequency and continuity
of contact, mood regulation norms (Bartel & Saavedra, 2000) identification with the work
group (Mackie et al., 2000), commitment to the group, and work group climate (Totterdell
et al., 1998). Research also indicates that collective emotions influence a range of individual
and work group outcomes. For example, Barsade (2002) studied 94 undergraduate students
who were randomly assigned to 29 groups that participated in a leaderless group discussion.
Results demonstrated that group contagion does occur, with support for this conclusion
coming from both independent video coders ratings and participants self-reported moods. In
addition, the positive emotional contagion group members experienced improved cooperation,
decreased conflict, and increased task performance.
Organizational readiness for change: Cognitive beliefs. A number of top-down processes
are likely to result in employees in an organization as a whole developing shared beliefs
about change. In particular, processes such as attraction, selection, and attrition (ASA;
Schneider, 1987) and organizational socialization (Van Maanen & Schein, 1979) act to
reduce the variability in perceptions in an organization and facilitate common interpretations
of the workplace and of events. The ASA framework (Schneider, 1987; Schneider, Goldstein,
& Smith, 1995) suggests that these processes determine the kinds of employees recruited and
retained in an organization and, consequently, the nature of an organizations structures,
processes, and culture. This model argues that people are attracted to organizations based on
their estimation of their own personal characteristics and the attributes of the organization.
In addition, people are selected into organizations based on judgments about fit between
their characteristics and those of the organization.
The attrition aspect of the model argues that employees who do not fit an organization
tend to leave, and this aspect of the model is supported by empirical work conducted by
Harrison and Carroll (1991). These authors demonstrated that rapid organizational growth
and high turnover paradoxically enhanced organizational cultural stability. Rapid growth
means the addition of new employees who are susceptible to socialization, whereas turnover
means that more alienated people left the organization. These results suggest that, over time,
an organizations employees are likely to become more similar in terms of their beliefs.
Overall, the ASA model suggests that the processes of attraction, selection, and attrition
result in organizations consisting of employees with similar characteristics and personalities,

which means that they are likely to develop similar beliefs (Schneider, 1987).
Organizational socialization processes also assist in the likelihood that organizational
members will develop common interpretations of events in their workplace. Organizational
socialization refers to the process through which a new employee moves from being an
outsider to an integrated and effective insider (Van Maanen & Schein, 1979). In particular,
Van Maanen and Schein state that in its most general sense, organizational socialization is
the process by which an individual acquires the social knowledge and skills necessary to
assume an organizational role (1979: 211). Van Maanen and Schein identified a range of
tactics that are organized around six different continuums that are used by organizations to
socialize employees. Specifically, these authors suggest that socialization tactics may be
collective versus individual, formal versus informal, sequential versus random, fixed versus
variable, and serial versus disjunctive, and they may use investiture versus divestiture. In
summary, we argue that ASA and socialization processes will contribute to a shared
understanding regarding key beliefs about change events and that these beliefs act as
proximal antecedents of employees collective evaluative judgment that an organization is
ready for change.
Organizational readiness for change: Affective responses. Sanchez-Burks and Huy
(2009) identify a number of factors that influence the likelihood that organizational members
will develop similar emotions when confronted with organizational change events. In
particular, shared affective responses are likely to develop if employees have similar
interpretations about the impetus for strategic change or if they have had similar experiences
regarding the ensuing costs and benefits of the change for their work units. Research in the
change field has emphasized the role of transformational and charismatic leadership in
periods of change (e.g., Herold, Caldwell, & Liu, 2008; Oreg & Berson, 2011). Such
research suggests that leaders who establish a clear vision of the future create similar
interpretations or beliefs about change events. In addition to beliefs, research by Connelly,
Gaddis, and Helton-Fauth (2002) suggests that transformational leaders create shared
organizational positive affective responses to change when they convey an organizational
vision in such a way as to inspire hope and optimism.
Research by Dutton and Dukerich (1991) suggests that employees who strongly identify
with their organization are likely to experience emotions similar to each others when faced
with changes that enhance or threaten the organizations identity. In particular, Dutton and
Dukerich conducted research in the Port Authority of New Jersey to explore how this agency
dealt with the issue of homelessness. The Port Authoritys identity resulted in positive
emotions when organizational actions in relation to homelessness interventions were identity
consistent, especially in cases where employees did not expect action, such as when two
drop-in centers for homeless people were opened.
Collective organizational emotions also are influenced by organizational culture, as
culture is an influence device that informs, guides, and disciplines the emotions of employees
within an organization (Van Maanen & Kunda, 1989). Ashforth and Humphrey (1995)
outlined four mechanisms by which organizations regulate the experience and expression of
emotion in the workplace: (1) neutralizing emotions through norms that prevent the emergence
of emotions, (2) buffering emotions through procedures that seek to compartmentalize
emotional and rational activities (e.g., clear demarcations between service personnel and
backstage staff), (3) prescribing which emotions should be experienced through feeling
rules or norms, and (4) suppressing emotion through socializing employees to hide emotions
that may disrupt task performance. In summary, we argue that an organizations leadership,
identity, and culture are likely to contribute to the development of consistent collective
affective responses to organizational change events.
Nature and Structure of Work Group

and Organizational Readiness for Change
Chen, Bliese, and Mathieu (2005) argue that, when developing multilevel constructs,
theorists must outline how a construct should be assessed at the aggregate levels. In this
respect, researchers must specify the composition model underlying their approach. A
composition model outlines how work group or organizational change readiness refers to the
same content (cognitions and affect) and shares the same meaning as individual readiness,
yet the model represents the construct at the group or organizational level. We argue that a
referent-shift consensus model (Chan, 1998) is appropriate when theorizing about and
operationalizing change readiness at the group and organizational levels. The referent-shift
model suggests that within-group consensus is needed to justify aggregation of beliefs and
affective responses to change and the global evaluation of individual change readiness to the
higher level construct (Chan, 1998; Klein & Kozlowski, 2000). Importantly, however, there
is a shift in the referent prior to the assessment of consensus, and it is the new referent that
is actually being combined to represent the higher level construct. In the case of change
readiness, there is a shift, for example, from I can see the potential advantages of this
change (individual cognitive belief), I feel hopeful about this change (individual affective
response to change), and I am ready for this organizational change (global evaluation of
individual change readiness) to My work group can see the potential benefit of this change
(cognitive work group collective change readiness), My work group feels hopeful about this
change (affective work group collective change readiness), and My work group is ready
for this organizational change (global work group collective change readiness).
The referent shift acknowledges that, although work group members are likely to differ
in their individual readiness for change (e.g., due to personality characteristics, such as
dispositional resistance to change; see Oreg, 2003), they may develop shared perceptions of
their work groups cognitive and affective and global change readiness due to the processes
that we outlined earlier. The referent shift captures how an individual believes that others in
the work group or organization perceive the construct. Within-group consensus, as computed
by an index such as rwg(j) (e.g., James, Demaree, & Wolf, 1993), is necessary to justify the
aggregation of individuals collective readiness or organizational collective readiness to a
higher level.
Antecedents of Change Readiness

Next, we review theoretical and empirical research examining the antecedents of change
readiness. However, due to the relatively small number of studies that have focused on the
change readiness construct, we also draw on studies assessing other change-related attitudes,
such as support for change, openness toward change, and commitment to change, and on
negative change-related attitudes, such as resistance and cynicism about change. Our review
indicates that the antecedents of change readiness can be classified into three broad
categories. The first category of antecedents are external organizational pressures, such as
industry changes, technological changes, and government regulation modifications, that
drive organizational change. This category of antecedents has been studied primarily when
considering organizational-level change readiness. However, it is possible to identify other
external organizational factors, such as professional group memberships, that may act to
influence individual and work group change readiness. The second category of antecedents
that we identify are internal context enablers, such as change participation and communication
processes, leadership processes, and so on. Finally, we identify a third category of antecedent
factors. At the individual level of analysis, we label these characteristics personal
characteristics, whereas at the collective level, we label this category of antecedents as group
composition characteristics. Most research on change readiness (or other change-related
attitudes) has focused on antecedents that can be described as internal context enablers and
personal characteristics.
Individual level of analysis. We identified a wide variety of antecedents of a range of
change-related attitudes at the individual level of analysis. However, only a relatively small
set of these studies has focused specifically on the antecedents of change readiness (Caldwell,
Roby-Williams, Rush, & Ricke-Kiely, 2009; Cunningham et al., 2002; Eby, Adams, Russell,
& Gaby, 2000; Fox, Ellison, & Keith, 1988; Jones, Jimmieson, & Griffiths, 2005; Lyons,
Swindler, & Offner, 2009; Neves, 2009; Rafferty & Simons, 2006; Walinga, 2008). These
studies have used a variety of different measures of change readiness. In particular, some
authors have used measures that focus on one or more of the cognitive beliefs about change
outlined by Armenakis and his colleagues (Caldwell, Roby-Williams, et al. 2009; Neves,
2009), while some researchers have developed change readiness measures specific to their
study (Lyons et al., 2009). Other researchers have applied clinical models of change readiness
(Prochaska, Redding, & Evers, 2002) to the organizational area (Cunningham et al., 2002).
As a result of the limited data and the lack of consistent measurement of change readiness,
it is currently difficult to draw firm conclusions concerning the antecedents of change
readiness based on the change readiness literature alone. As such, we also draw on research
studying other change-related attitudes in order to consider the potential antecedents of
change readiness and when developing our arguments regarding the differential antecedents
of individual, work group, and organizational change readiness.
We could not identify any studies that examined external organizational factors as
antecedents of individual change readiness. In contrast, numerous internal context enablers
have been shown to act as antecedents of change readiness and other change-related
attitudes. In particular, research suggests that change management processes designed to
enhance participation in change are associated with positive attitudinal responses to change
(e.g., Gopinath & Becker, 2000; Rafferty & Restubog, 2010). Empirical studies indicate that
when employees participate in decisions related to the change, feelings of empowerment are
created, providing them with a sense of agency and control (Armenakis et al., 1993; Gagn,
Koestner, & Zuckerman, 2000). For example, some research has focused on the importance
of employee participation and, in particular, providing opportunities for voice and selfdiscovery as a predictor of one aspect of employee openness toward changeemployee
acceptance of change (e.g., Wanberg & Banas, 2000).
In addition, researchers have focused on the importance of effective communication with
employees during change (e.g., Bordia, Hobman, Jones, Gallois, & Callan, 2004; Schweiger
& DeNisi, 1991). Empirical research has demonstrated that high-quality change communication
increases acceptance, openness, and commitment to change. Furthermore, the failure to
provide sufficient information or providing poor-quality information can result in a number
of problems, including cynicism about change (Reichers, Wanous, & Austin, 1997; Wanous,
Reichers, & Austin, 2000) and widespread rumors, which often exaggerate the negative
aspects of change (Bordia et al., 2004). In addition, research on transformational leadership
suggests that leaders influence employees change attitudes, including employee support for
change (e.g., Herold et al., 2008) and cynicism about change (Bommer, Rich, & Rubin,
2005). Overall, research suggests that implementing effective change management processes
is associated with positive change attitudes.
Other internal context enablers that have been examined include an individuals
perceptions of his or her change history in a firm (Devos, Buelens, & Bouckenooghe, 2007;
Rafferty & Restubog, 2010), an individuals exposure to change (Axtell et al., 2002),
perceived organizational support (Eby et al., 2000; Self, Armenakis, & Schraeder, 2007), the
perceived congruence of values between change agents and change recipients (Kirkman,
Jones, & Shapiro, 2000), and employees perceptions of an organizations values (Jones et al.,
2005). For instance, Jones et al. (2005) conducted an empirical study in a public-sector
organization and reported that employees who perceived strong human relations values (an
emphasis on cohesion and morale through fostering training and development, open
communication, and participative decision making) in their division reported higher levels of
change readiness prior to the implementation of a new computing system, which, in turn,
predicted system usage at a later date. Overall, researchers have argued that a supportive
internal context is associated with more positive change attitudes among employees
(Armenakis & Bedeian, 1999).
Researchers also have identified the content of change as an important internal context
enabler that influences employees change attitudes (e.g., Bartunek, Rousseau, Rudolph, &
DePalma, 2006; Self et al., 2007). The content of change captures individuals perceptions of
what has changed in their workplace and has been operationalized in a number of different
ways, including whether change is transformational versus incremental (e.g., Rafferty &
Griffin, 2006) or helpful versus problematic (Caldwell et al., 2004). Research has
indicated that, as the scale of change increases, individuals responses to change become
more negative (Rafferty & Griffin, 2006).
A wide range of personal characteristics, attitudes, and individual difference variables
also have been identified as antecedents of individuals change attitudes (cf. Holt et al.,
2007). Examples of personal characteristics that have been studied include individuals needs
(Miller et al., 1994), values (Kirkman et al., 2000), and personality traits, such as dispositional
resistance to change (Hon, Bloom, & Crant, in press; Oreg, 2003) and generalized selfefficacy (Neves, 2009). Judge, Thorensen, Pucik, and Wellbourne (1999) identified seven
personality traits that have been associated with attitudes toward change, although the results
of their study indicated that these traits could be reduced to two factors: positive self-concept
and risk tolerance.
Work group level of analysis. With a limited number of exceptions (e.g., Mohrman &
Mohrman, 1997), very few studies have examined change readiness at the work group level,
with our review suggesting that the focus of such research has been on internal context
enablers as antecedents of broader change-related attitudes. An example is the research of
Whelan-Barry et al. (2003), who conducted a case study investigating how to motivate and
sustain momentum for change in a corporate audit department of a large bank undergoing a
major change. These authors reported that, at the group level, maintaining change momentum
involves explicitly communicating (1) a group-level change vision that addresses what the
change means for the work group and (2) a work grouplevel implementation plan that
reflects the particular contingencies that are in operation in that group. Ness and Cucuzza
(1995) also argued that effective work group change leadership efforts involve developing a
tailored change vision for the group, identifying the implications of the change for the group,
and engaging in efforts to develop the capability of the group to deal with any pending
changes.
Sanchez-Burks and Huy (2009) argued that the ability to accurately recognize collective
emotions contributes to a leaders ability to manage emotionally turbulent situations that are
characteristic of strategic change. These authors discussed emotional aperture, which refers
to the the perceptual ability to adjust ones focus from a single individuals emotional cues
to the broader patterns of shared emotional cues that comprise the emotional composition of
a collective (Sanchez-Burks & Huy, 2009: 22). Sanchez-Burks and Huy suggested that an
ability to bring into focus patterns of shared emotions of different valence, as well as specific
emotions, may be particularly important in the context of large-scale, strategic changes.
Some initial evidence suggests that group-level change processes, including participation
and communication, are likely to be antecedents of work group change readiness. In
particular, Rafferty and Jimmieson (2010) found, in an Australian police department, that
work groups developed shared perceptions about change processes; these shared perceptions
were associated with group-level outcomes, including role ambiguity, role overload, and
group distress, and with quality of work life. Rafferty and Jimmieson argued that these
shared perceptions of change processes contribute to the development of a positive work
group change climate, which may contribute to work group change readiness.
A number of group composition characteristics also are likely to be associated with work
group change readiness. Edmondson (1999) argued that work group psychological safety
describes a group climate characterized by interpersonal trust and mutual respect in which
people are comfortable being themselves. We suggest that such a group climate may be
positively associated with work group readiness for change. Finally, we suggest that the
characteristic levels of personality traits within groups also may influence work groups
change readiness. George (1990) argued that characteristic levels of the personality traits
positive affectivity and negative affectivity within groups influence the positive and negative
affective tone of the groups. George defined group affective tone as consistent or
homogeneous affective reactions within a group (1990: 108). Consistent affective reactions
are likely to develop in a work group through ASA processes (Schneider et al., 1995). In a
study of 26 work groups, George reported that characteristic levels of positive affectivity and
negative affectivity within work groups were positively associated with the positive and
negative affective tone of the groups, respectively. In addition, the negative affective tone of
a group negatively related to the extent to which a group engaged in prosocial behavior,
while positive affective tone reduced group absenteeism. We suggest that work group
affective tone is likely to influence work group affective change readiness.
Organizational level of analysis. To date, there has been some research on identifying a
range of external pressures and internal context enablers as antecedents of organizational
change readiness. For example, researchers have identified strategic and structural
characteristics as antecedents of companies capabilities to implement change or innovation
(cf. Damanpour, 1991). Worley and Lawlers (2009) analysis of elements that promote
organizational responsiveness to change provides a good overview of many of the themes in
this area. In particular, these authors argued that change-ready organizations have a strong
future focus and give more weight to possible future scenarios when making strategic
decisions. In addition, these organizations have robust strategies and flexible organizational
designs and have the ability to change routinely. Marshak (2004) argued that, in dynamic
environments, there is a need for organizations to develop and maintain the capability to be
morphogenic, which means building fluid organizational structures, developing ongoing
organizational learning, and selecting and retaining managers with morphing mind-sets,
rather than arriving at a planned end state and halting change efforts. Senior leaders who are
high in change readiness are likely to have morphing mind-sets.
Empirical evidence indirectly supports this argument. Musteen, Barker, and Baeter (2006)
conducted a study with affiliates of a non-profit organization and explored the characteristics
of CEOs and their openness toward change. Results indicated that a CEOs attitude toward
change became more conservative with increased tenure in the organization. The increase in
CEO conservatism was used to explain why CEOs are less likely to implement strategic
change in their firms as their tenures increase. An underlying argument can be derived from
this study: When a CEO has a more conservative attitude toward change, this will be reflected
in the organizations culture, resulting in organizational members having less positive
attitudes toward change as a whole, reducing the likelihood of successful change.
A number of other authors have identified factors, such as an organizations culture, that
influence the likelihood of successful implementation of change efforts. For example,
Zammuto and OConnor (1992) conducted a theoretical analysis of the role of organizational
design and culture in the implementation of advanced manufacturing technologies. Their
analysis supported the importance of flexibility-oriented values in determining the likelihood of
successful change implementation. Flexibility-oriented value systems emphasize decentralization
and differentiation. This research suggests that organizations that value adaptability and
development embrace change more than do stability-oriented cultures.
Huy (1999) identified a number of antecedents of receptivity to change at the organizational

level. This analysis is interesting because Huy identified a range of organizational procedures
and change management processes that enable individuals and work groups to deal with the
emotions aroused by organizational change. For example, Huy argued that an organization
that is receptive to change engages in efforts to identify the variety of emotions aroused
during radical change, to accept and internalize these emotions, and to act on a deep level of
understanding.
In summary, our review of the change attitudes literature has resulted in the identification
of a number of potential antecedents of cognitive and affective change readiness (and the
subsequent overall evaluation of change readiness) at the individual, work group, and
organizational levels of analysis. At the individual level of analysis, our review suggests that
the effective use of change management processes, including communication, participation,
and leadership, will be positively associated with positive beliefs about change and with
positive affect about change, which will contribute to a positive overall evaluative judgment
that one is ready for change. In addition, there is evidence that, as the scale of change
increases, employees will report less positive beliefs about change and less positive affective
responses to change, which will contribute to a lower positive overall evaluative judgment
that an individual is ready for change. Our review also indicates that employees who display
positive psychological traits (e.g., positive self-concept and risk tolerance) will report more
positive beliefs and affective responses to change, which will contribute to a positive overall
evaluative judgment that an individual is ready for change.
At the work group level, our review suggested that work group leaders who articulate a
group-level vision and who display emotional aperture will develop positive group beliefs
about change and positive group affective responses to change, thereby contributing to a
positive overall evaluative judgment that the group is ready for change. In addition, we argue
that a group that has a positive work group change climate may report greater affective and
cognitive readiness for change and, therefore, a more positive evaluative judgment concerning
the groups change readiness. Our review also indicates that work group psychological safety
will be positively associated with group change readiness, such that groups characterized by
high levels of trust and respect will promote open discussion about change events, which will
enhance beliefs that change is needed while also increasing the likelihood of experiencing
positive emotions associated with the change event. Finally, we propose that when groups
have a negative affective tone, work group affective change readiness will decline. In
contrast, when groups develop a positive affective tone, work group affective readiness for
change will increase.
At the organizational level, we propose that CEO readiness for change will be positively
associated with collective beliefs that change is needed and will also increase the likelihood
of experiencing positive collective emotions associated with a change event, which will
contribute to a positive overall evaluative judgment that the organization is ready for change.
Previous research also suggests that organizational cultures characterized by acceptance of
adaptability and development will be positively associated with positive collective beliefs
about change and positive collective affective responses to change and, therefore, a positive
evaluative judgment concerning the organizations readiness for change. Finally, we propose
that the existence and utilization of organizational policies and procedures that deal with the
emotions aroused by change will be positively associated with positive collective beliefs
about change and positive collective affective responses to change, which will contribute to
a positive collective evaluative judgment that the organization is ready for change.
Directions for Future Research

We identified two major limitations of research on change readiness, and we organize our
discussion around these themes. First, we argued that researchers have omitted the affective
element of change readiness when defining this attitude. This means that we currently have
limited knowledge of the antecedents of the affective component of change readiness.
However, our examination of the antecedents of change readiness suggested that it is likely
that individual, group, and organizational change readiness have distinct antecedents. For
example, our review suggested that at the work group level affective readiness for change is
likely to be influenced by work group affective tone. In contrast, organizational affective
readiness for change may be influenced by organizational policies and practices that
specifically provide opportunities for employees to deal with the emotions generated by
change. The idea that different antecedents of change readiness will emerge at different levels
of analysis is supported by a study of resistance to change conducted by Oreg (2006). Oreg
found unique antecedents and outcomes of affective, cognitive, and behavioral resistance to
change at the individual level. Thus, future research questions that may be examined include,
Are the cognitive and affective components of change readiness predicted by distinct
antecedents? Do the antecedents of affective change readiness differ at the individual, work
group, and organizational levels?
Another question that arises when we consider the affective aspect of change readiness is
whether this component of change readiness attitudes may, in some circumstances, display
stronger relationships with the overall evaluation of change readiness and with change
outcomes than the cognitive component of change readiness does. Researchers have
demonstrated that the affective and cognitive components of attitudes are differentially
associated with behaviors (e.g., Breckler & Wiggins, 1989; Lawton et al., 2009; Trafimow
& Sheeran, 1998). For example, Lawton et al. examined the role of affective and cognitive
components of attitudes in predicting 14 health-promoting (e.g., brushing teeth and
exercising) or health-risk (e.g., binge drinking and speeding) behaviors. Results revealed
differential relationships between the affective and cognitive components of attitudes and
behaviors. In particular, affective attitudes were a significantly stronger predictor of all but
1 of the health behaviors. Other research suggests that when strong emotions are aroused
there may be a direct effect of affective attitudes on behavior, irrespective of behavioral
intentions (Lawton et al., 2009). Overall, this research suggests that affective change
readiness may be a more powerful predictor of change outcomes when intense individual or
collective emotions develop in response to organizational change events.
Additional research evidence indicates that employees emotions go through four
sequential and distinct stages during organizational change (Liu & Perrewe, 2005). In the
initial stages of any change, individuals are likely to experience intense mixed emotions
that are anticipatory in nature, such as excitement and fear. At this stage, there is a great
deal of uncertainty regarding change, and as such, it is likely that affective reactions to
change may be particularly powerful drivers of change outcomes. Thus, future research
questions that may be examined include, Is the affective component of change readiness a
stronger predictor of change outcomes, especially in the early stages of change, when
individuals and groups are likely to experience intense emotional reactions? Does the
cognitive component of change readiness become a stronger predictor of change outcomes
in the later stages of change, when individuals and groups have a clearer understanding
of change?
Another direction for future research that emerges from our focus on the affective
aspect of change readiness concerns the measurement of the construct. Theorists have
argued that, while cognitions are relatively stable over time (Fisher, 2002; Niklas &
Dormann, 2005), affective reactions are dynamic or shift over time in response to
immediate events, so different methodologies are required to assess cognitions and affect
(Weiss, 2002). For example, researchers have used experience sampling methodologies,
which ask individuals to report on their momentary feelings or their subjective feeling
states, in order to capture the affective component of job satisfaction (Niklas & Dormann,
2005). Experience sampling is appropriate for assessing the affective component of
change readiness because it provides a real-time assessment of what people are feeling at
a particular point in time. This type of methodology is essential because when assessing
affect using retrospective reports, there is a tendency for these reports to be biased
(Armenakis, Buckley, & Bedeian, 1986). For example, people tend to overestimate both
the intensity and frequency of positive and negative emotions in retrospective measures
(Fisher, 2002), and they also tend to recall negative emotions better than positive emotions
(Frijda, 1987). As such, affective responses to change are best assessed as they occur in
real time.
Overall, we suggest that future researchers consider capturing the affective component of
change attitudes using a range of methodologies that allow them to assess affect as it occurs
as well as using retrospective measures. This will enable comparison of the influence of the
measurement approach on affective responses to change. Thus, future research questions that
may be examined include, What is the relationship between affective responses to change
when measured retrospectively and affect when measured using experience sampling
methods? What is the relationship between positive affective responses to change when
assessed using experience sampling methodologies and the cognitive component of change
readiness and the overall evaluation of change readiness? Which measure of affective
responses to change (experience sampling or retrospective measures) display the strongest
relationships with change outcomes?
The second major limitation of the change readiness literature is that researchers have not
adopted a multilevel perspective. Multilevel theory suggests that an important first step in
examining our framework is to explicitly test our theoretical arguments that change readiness
is isomorphic across levels. In this respect, we argued that all individuals perceive readiness
along the same set of dimensions and that all work group or organizational members
consider readiness the same way (Kozlowski & Klein, 2000). As such, future research on
change readiness should address the following issues: Is change readiness isomorphic
across levels of analysis? In other words, do individuals, work groups, and organizational
members consider readiness in terms of affective change readiness, cognitive change

readiness, and a global evaluation of change readiness?
Another important implication that emerges from our multilevel approach to change
readiness is the need to examine relationships among change readiness and its antecedents
and outcomes at two or more levels. Multilevel models postulate that relationships among
variables apply at two or more levels (Rousseau, 1985). Chen et al. (2005) argued that one
of the first steps to developing a multilevel theory is to explicitly test the assumption of
homology, which suggests that similar relationships exist between parallel constructs
across levels of analysis. Thus, it is essential to examine whether similar relationships exist
between change readiness and its antecedents and outcomes across levels. Such an analysis
will allow us to determine whether the same antecedents are equally influential across
levels or whether distinct sets of antecedents drive change readiness at the three levels of
analysis. Thus, future research questions that should be addressed when considering change
readiness include, Do affective change readiness and cognitive change readiness predict
the overall evaluation of change readiness at all three levels of analysis? Do the antecedents
that predict an individuals change readiness predict a work groups or an organizations
change readiness?
A third direction for future research that emerges from our focus on developing a multilevel
framework of change readiness is the need to conduct studies examining cross-level
relationships. A number of authors have conducted studies examining cross-level interactions
that suggest that variables at two levels of analysis interact to predict individual change
attitudes (e.g., Caldwell et al., 2004; Caldwell, Roby-Williams, et al., 2009; Fedor, Caldwell, &
Herold, 2006; Herold et al., 2008; Herold, Fedor, & Caldwell, 2007). For example, Fedor et al.
(2006) conducted a study with 806 employees in 32 organizations and found, when considering
commitment to change (an individual-level construct), that the highest level of commitment
occurred when there was a considerable amount of change at the group level that was judged
to have favorable outcomes for the group, but the demands placed on individuals were low.
Conversely, commitment to change was low when the change was judged to be unfavorable for
group members, regardless of the extent of work group or individual change required.
Research conducted by Lam and Schaubroeck (2000) suggests that an individuals change
attitude can shape the attitudes and reactions of his or her work group or the organization as
a whole. These authors explored the influence of opinion leadersindividuals who are able
to influence others attitudes and behaviorson service outcomes. In a quasi-experimental
study in a major commercial bank in Hong Kong, Lam and Schaubroeck found, in units
where opinion leaders served as service-quality leaders, that customers rated these units as
highest in service delivery. In addition, changes in specific attitudes toward service quality
delivery explained the effects of opinion leaders on rated service quality. This study provides
support for the idea that the attitudes of influential employees in a work group can influence
individual and group attitudes to change in the workplace. These studies reveal a variety of
research questions for the change readiness field: Does the change readiness of influential
individuals influence work group change readiness? How does organizational change
readiness influence readiness at the individual and work group levels? Are high levels of
individual, group, and organizational change readiness necessary for effective change
implementation?
Implications for Practice

A number of implications for practice emerge from our multilevel model of change
readiness. First, the lack of attention that has been directed toward the positive affective
component of change readiness means that researchers have not considered how to manage
an individuals or groups emotions during change. Fox and Amichai-Hamburger (2001)
argue that, while leaders of change seem to perceive employees emotional reactions to
change as one of the burdens that leaders must endure, emotions are in fact a potential tool
for securing the willingness and commitment of employees in change processes. This idea
is supported by a study conducted by Huy (2002), which suggested that middle managers
efforts to pay attention to employees emotions contributed to successful change efforts. Fox
and Amichai-Hamburger suggest, however, that if change leaders are to influence both
feelings (affect) and thinking (beliefs), they need to use different forms of communication
and influence. For example, the main forms of communication that should be used when
seeking to influence beliefs include words, arguments, rationales, analyses, and numbers. In
contrast, when seeking to influence individuals emotional responses, change leaders need
to consider using different means of communication, including pictures, colors, music, and
atmosphere. As a result, there needs to be a recognition that different forms of communication
need to be utilized to influence individuals and collectives beliefs and emotions during
change so as to enhance the ability to take advantage of the positive emotions during change.
In addition, a number of practical issues become evident when we consider change
readiness as a multilevel construct. In particular, our review has indicated that existing
research has been focused on individual change readiness and has ignored work group and
organizational change readiness. However, it is possible to imagine a situation where a
particular individual has a high level of change readiness but is in a work group with low
change readiness and works in an organization that also is characterized by low change
readiness. In this situation, assessing individual readiness prior to change implementation is
likely to result in an inaccurate understanding of the likelihood of change success. As such,
there is a need to develop and implement efforts to build collective change readiness through
implementing group-based interventions to develop positive beliefs and affect about change.
As this example demonstrates, there is a real need to consider and measure individual, group,
and organization readiness prior to large-scale change implementation in order to develop an
accurate understanding of the likelihood of effective change implementation.
Finally, an implication that arises from our review concerns the importance of considering
what high and low readiness for change actually means in an organizational setting. For
instance, is low readiness for change necessarily a bad condition? Ford, Ford, and DAmelio
(2008) and Ford and Ford (2010) argue that resistance to change may actually be an
opportunity for an organization to identify weaknesses in the execution of organizational
change strategies and plans. Specifically, a low level of individual, group, or organizational
change readiness may present important diagnostic information that an organization can use
to develop and improve its approach to change. In this situation, adopting the definitions of
change readiness proposed in this article can be especially useful. That is, change agents can
identify which cognitive and/or affective components of change readiness are weak. Then,
by referring to models designed to enhance change readiness (cf. Armenakis et al., 1993),
change agents can determine whether a more intense execution of one or more influence
strategies (e.g., persuasive communication, active participation, and management of external
information) is needed to improve the cognitive and/or affective components. Therefore,
assessing readiness and then subsequently increasing efforts to create individual, group, and
organizational change readiness may be the necessary ingredient to increase the likelihood
of successful organizational change.
Conclusion
In the organizational change literature, few topics have been the subject of so much
attention as employee attitudes toward change. Despite this, we have argued that we have a
limited understanding of change readiness. First, we explained the importance of incorporating
affect into the definition and measurement of change readiness. We identified a number of
directions for future research that arise when we incorporate affect into definitions of change
readiness. In particular, we outlined the importance of developing measures of affective
change readiness that capture the dynamic nature of emotions during change. In addition,
future researchers should explore whether affective and cognitive change readiness have
distinct antecedents, and by conducting longitudinal research, they should consider whether the
importance of affective and cognitive change readiness shifts over time. Second, we outlined
how adopting a multilevel perspective of change readiness offers a range of insights that are as
yet unexplored. We identified a number of directions for future research, including the need to
examine whether the antecedents and consequences of change readiness differ at the individual,
group, and organizational levels. In addition, future research adopting a multilevel perspective
should explicitly test whether individuals, work groups, and organizational members consider
change readiness in terms of affective change readiness, cognitive change readiness, and a
global evaluation of change readiness. Researchers also should examine whether the same
antecedents are equally influential across levels or whether distinct sets of antecedents drive
change readiness at the three levels of analysis. Finally, we proposed that there is a need to
devote additional attention to examine cross-level relationships, which explore whether
variables at two levels of analysis interact to predict change readiness. By integrating the
findings from the literatures related to attitude theory and multilevel methodology, we hope to
encourage change researchers and practitioners to incorporate affect and multilevel
approaches in their future efforts to plan, implement, and assess organizational changes. We
hope this research will provide further impetus to continue the journey of advancing our
understanding of organizational change.
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Journal of Management

Change Readiness: A Multilevel Review

Southern Management Association

>> Version of Record - Nov 27, 2012

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Change Readiness: A Multilevel Review

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Rafferty et al. / Change Readiness 111

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A Multilevel Framework of Change Readiness

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Rafferty et al. / Change Readiness 113

Defining Individual Readiness for Change

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Readiness for change

Readiness for change

Readiness for change

Eby et al., 2000

Readiness for change

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Collective Readiness for Change

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result in organizations consisting of employees with similar characteristics and personalities,

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Nature and Structure of Work Group

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Antecedents of Change Readiness

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Huy (1999) identified a number of antecedents of receptivity to change at the organizational

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Directions for Future Research

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members consider readiness in terms of affective change readiness, cognitive change

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Implications for Practice

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