A theory of organizational readiness for change

This paper describes a theory of organizational readiness for change which is defined as an organizational-level construct referring to “organizational member’s shared resolve to implement a change (change commitment) and shared belief in their collective capability do to do (change efficacy).” One key component of the definition of organizational readiness for change is that it is based on shared perceptions of organizational members. The author describes readiness in psychological terms and argues that the emphasis on structural terms by others are subsumed in the change efficacy judgments of organizational members. Another key component of the theory is that it is situational, not a general state of affairs. It refers to readiness to implement a specific change in a specific organization.