The need for dual openness to change

a longitudinal study evaluating the impact of employees’ openness to organizational change content and process on intervention outcomes

Hanna Augustsson*, Anne Richter, Henna Hasson, Ulrica von Thiele Schwarz

*Corresponding author for this work

Research output: Contribution to journalArticle

10 Citations (Scopus)

Abstract

This study investigates how individual- and group-level openness to organizational change, concerning change content and process, affects intervention outcomes. The intervention aimed to improve primary health care employees’ competence in and use of information and communication technologies (ICT). Employees’ (n = 1,042) ratings of their openness to the change content and process as well as of their workgroup’s openness to the change content before the intervention were used to predict ICT competence and its use 18 months later. Openness to the change process predicted both ICT competence and use of competence, while openness to the change content and group openness predicted use of competence only. These results show that individual- and group-level openness to organizational change are important predictors of successful outcomes. Furthermore, employees should be open both to the content of the change and to the process by which the intervention is implemented in order to maximize outcomes.

Original languageEnglish
Pages (from-to)349-368
Number of pages20
JournalJournal of Applied Behavioral Science
Volume53
Issue number3
DOIs
Publication statusPublished - 1 Sep 2017
Externally publishedYes

Keywords

  • change content
  • change process
  • group level
  • individual level
  • intervention outcomes
  • openness to change
  • organizational change
  • organizational intervention
  • readiness for change

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