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The Journal of Applied Behavioral Science
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Readiness for Organizational Change

The Systematic Development of a Scale

Daniel T. Holt

Air Force Institute of Technology

Achilles A. Armenakis

Auburn University

Hubert S. Feild

Auburn University

Stanley G. Harris

Auburn University

Using a systematic item-development framework as a guide (i.e., item development, questionnaire administration, item reduction, scale evaluation, and replication), this article discusses the development and evaluation of an instrument that can be used to gauge readiness for organizational change at an individual level. In all, more than 900 organizational members from the public and private sector participated in the different phases of study, with the questionnaire being tested in two separate organizations. The results suggest that readiness for change is a multidimensional construct influenced by beliefs among employees that (a) they are capable of implementing a proposed change (i.e., change-specific efficacy), (b) the proposed change is appropriate for the organization (i.e., appropriateness), (c) the leaders are committed to the proposed change (i.e., management support), and (d) the proposed change is beneficial to organizational members (i.e., personal valence).

Key Words: readiness for change • scale development • attitudes toward change

The Journal of Applied Behavioral Science, Vol. 43, No. 2, 232-255 (2007)
DOI: 10.1177/0021886306295295
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