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

Karim Said, Soufiane Kherrazi () and Lars Gottschling-Knudsen
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Karim Said: LAREQUOI - Laboratoire de recherche en Management - UVSQ - Université de Versailles Saint-Quentin-en-Yvelines
Soufiane Kherrazi: LINEACT - Laboratoire d'Innovation Numérique pour les Entreprises et les Apprentissages au service de la Compétitivité des Territoires - CESI - CESI : groupe d’Enseignement Supérieur et de Formation Professionnelle - HESAM - HESAM Université - Communauté d'universités et d'établissements Hautes écoles Sorbonne Arts et métiers université

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Abstract: Purpose : 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/approach : The 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. Findings : Our 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/implications : Our 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 implications : The 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 implications : Considering 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/value : Our 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.

Keywords: Change management; Cross-cultural management; Organizational change; Readiness for change (search for similar items in EconPapers)
Date: 2024
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Published in Journal of Management Development, 2024, 43 (5), pp.645-662. ⟨10.1108/JMD-11-2023-0329⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-04846267

DOI: 10.1108/JMD-11-2023-0329

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