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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
Karolinska Institutet, Sweden.
Karolinska Institutet, Sweden.
Karolinska Institutet, Sweden.
Karolinska Institutet, Sweden. (Hållbart arbetsliv)ORCID iD: 0000-0002-4771-8349
2017 (English)In: Journal of Applied Behavioral Science, ISSN 0021-8863, E-ISSN 1552-6879, Vol. 53, no 3, p. 349-368Article in journal (Refereed) Published
Abstract [en]

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.

Place, publisher, year, edition, pages
2017. Vol. 53, no 3, p. 349-368
National Category
Psychology
Identifiers
URN: urn:nbn:se:mdh:diva-38504DOI: 10.1177/0021886317691930ISI: 000407819100002Scopus ID: 2-s2.0-85027552585OAI: oai:DiVA.org:mdh-38504DiVA, id: diva2:1181794
Available from: 2018-02-09 Created: 2018-02-09 Last updated: 2018-03-28Bibliographically approved

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von Thiele Schwarz, Ulrica
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