The impact of organizational culture and reshaping capabilities on change implementation success: The mediating role of readiness for change
The impact of organizational culture and reshaping capabilities on change implementation success: The mediating role of readiness for change
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DOI：
10.1111/j.1467-6486.2005.00500.x
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发表时间：
2005-03-01
影响因子：
10.5
通讯作者：
Griffiths, A
中科院分区：
文献类型：
--
作者：
Jones, RA;Jimmieson, NL;Griffiths, A
假设员工对人际关系价值观和开放系统价值观强的组织文化的感知与变革准备程度的提高有关，这反过来又可以预测变革实施的成功。同样，据预测，重塑能力将通过其对员工对变革准备程度的感知的影响，导致变革实施的成功。使用时间研究设计，对67名在州政府部门工作的员工进行了这些命题的测试，这些员工即将在他们的工作场所实施新的终端用户计算系统。变更实施的成功被操作化为用户满意度和系统使用率。有证据表明，在时间1中，在他们的部门中感知到强大的人际关系价值的员工，在实施前报告了更高水平的变革准备，这反过来又预测了时间2的系统使用情况。此外，对变化的准备调节了重塑能力和系统使用之间的关系。分析还显示，实施前对变革的准备程度对员工在实施后对系统的准确性、用户友好性和格式化功能的满意度产生了积极的主要影响。这些发现讨论了他们对变革准备文献的理论贡献，以及如果变革计划要成功，在员工中发展积极的变革态度的实际重要性。
It was hypothesized that employees' perceptions of an organizational culture strong in human relations values and open systems values would be associated with heightened levels of readiness for change which, in turn, would be predictive of change implementation success. Similarly, it was predicted that reshaping capabilities would lead to change implementation success, via its effects on employees' perceptions of readiness for change. Using a temporal research design, these propositions were tested for 67 employees working in a state government department who were about to undergo the implementation of a new end-user computing system in their workplace. Change implementation success was operationalized as user satisfaction and system usage. There was evidence to suggest that employees who perceived strong human relations values in their division at Time 1 reported higher levels of readiness for change at pre-implementation which, in turn, predicted system usage at Time 2. In addition, readiness for change mediated the relationship between reshaping capabilities and system usage. Analyses also revealed that pre-implementation levels of readiness for change exerted a positive main effect on employees' satisfaction with the system's accuracy, user friendliness, and formatting functions at post-implementation. These findings are discussed in terms of their theoretical contribution to the readiness for change literature, and in relation to the practical importance of developing positive change attitudes among employees if change initiatives are to be successful.