Ready for a Change? A Longitudinal Study of Antecedents, Consequences and Contingencies of Readiness for Change

Abstract

This article examines the role of organizational identification as an antecedent of readiness for change utilizing a social identity perspective. A study is presented that uses longitudinal data from a survey of employee attitudes conducted in a German organization that went through a change process (N = 166). In line with the hypotheses, readiness for change mediates the relationship between organizational identification and a positive evaluation of the change outcomes one year later. Perceived culture of change and coping with change moderate the relationship between organizational identification and readiness for change: a positive culture of change and more resources for coping strengthen the positive relationship between organizational identification and readiness for organizational change.

Keywords:

• Organizational change
• organizational identification
• readiness for change
• culture of change
• coping with change

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