Linking universal network quality perception and change readiness

Abstract

Purpose This paper aims to examine empirically, within the context of the public sector, in what way the overall quality perception of an individual’s network relationships at work affect the psychological condition known as change readiness. Moreover, the research examines whether tacit knowledge and organizational climate can have indirect effects on the relationship between universal network quality perception and change readiness. Design/methodology/approach The data were collected through a self-reported survey from 105 individuals employed on a full-time basis by the government sector in Abu Dhabi, UAE. Using regression and mediation analysis, three hypotheses are tested relating to the direct effect of universal network quality perception and change readiness, accompanied by the indirect effects of tacit knowledge and organizational climate on the preceding relationship. Findings The results emanated from statistical analysis show that universal network quality perception has a positive association with change readiness, and tacit knowledge and organizational climate mediate significantly the relationship between the universal network quality perception and change readiness. Research limitations/implications Considering the nature of the study, conclusions with regard to causality might not be that strong as the findings relevant to the dependent variable represented by change readiness are not based on longitudinal research and the sample comprises only local people with similar cultural background. Therefore, study conclusions may not be suitable for generalization. Practical implications The mediating effects highlight the consideration of tacit knowledge and organizational climate as influential organizational mechanisms within the framework of a proactive change management practice due to their positive impact on the psychological uncertainty and lack of job content competencies that a change initiative might cause to employees and their behavioral reactions. Originality/value The paper reveals the role of universal network quality perception as a conduit of positive social influence on change readiness. This role becomes significantly elastic when tacit knowledge and organizational climate become notable links of relationship quality because of their ability to trigger favorable psychosocial behavioral patterns toward organizational change. Furthermore, this study expands the literature on organizational change readiness factors in the UAE, for which few studies currently exist.

The dyadic tie quality effect on employees’ behavioral patterns: a panacea or a misconception towards successful organizational change?

“…This evidence is compatible with recent research where (Brashears and Quintane, 2015; Hatjidis and Parker, 2017) an individual’s dyadic ties perception is not capable of forming relationships with behavior but can feed the formation of the overall or universal network perception that refers to the network as a whole. This universal tie quality perception has proven to be a significant influential mechanism of positivity on employees’ behavior (Hatjidis et al , 2019).…”

Organizational readiness and innovation in the Jordanian telecommunication companies

“…All of these factors hinder OR as a continuous endeavor to mobilize the company's resources and capabilities in order to achieve success in change projects. Many dimensions of OR in companies have been identified and focused on by researchers such as organizational culture (Vaishnavi et al, 2019;Bondzi-Simpson and Ayeh, 2019;Rusly et al, 2012;Attieh et al, 2013;Hatjidis et al, 2019;Gomez-Mejia and Balkin, 2002 as cited in the study by Ugoani, 2019;Mort enius et al, 2015;Shahrasbi and Par e, 2014;Williams, 2011;McNabb and Sepic, 1995), organizational climate (Wraikat et al, 2017;Vaishnavi et al, 2019;Hatjidis et al, 2019;Bondzi-Simpson and Ayeh, 2019;Lehman et al, 2002;Fuller et al, 2007;Rusly et al, 2012;Olsson et al, 2019;Douglas et al, 2017;McNabb and Sepic, 1995) and organizational capacity (Sienkiewicz-Małyjurek, 2020;Bondzi-Simpson and Ayeh, 2019;Hatjidis et al, 2019;Vaishnavi et al, 2019;Al-Hussami et al, 2018;Aslam et al, 2018;Shahrasbi and Par e, 2014;Bryan, 2011;Rusly et al, 2012). For this study organization, culture, climate and capability were chosen as dimensions of OR.…”

“…Many researchers have also emphasized the critical role that culture plays when an organization wants to implement any change initiatives (e.g. Vaishnavi et al, 2019;Bondzi-Simpson and Ayeh, 2019;Hatjidis et al, 2019;Ugoani, 2019). In the distinction between culture and organizational climate, the culture which is most closely related to the shared values and assumptions of the organization (Schein Culture Levels Mode, 2004), is more rooted in the thinking and behavior of individuals and remains within the subconsciousness of the employees, while the climate is observable and held in the employee's minds on a conscious level (Li et al, 2010).…”

“…Several researchers stressed the critical role that climate plays when an organization wants to implement any change initiatives (e.g. Vaishnavi et al, 2019;Olsson et al, 2019;Douglas et al, 2017;Wraikat et al, 2017;Bondzi-Simpson and Ayeh, 2019;Hatjidis et al, 2019;Rusly et al, 2012;McNabb and Sepic, 1995).…”

“…Ayeh, 2019; Hatjidis et al, 2019;Vaishnavi et al, 2019;Al-Hussami et al, 2018;Aslam et al, 2018;Shahrasbi and Par e, 2014;Rusly et al, 2012;Bryan, 2011).…”