Change readiness as fluid trajectories: a longitudinal multiple-case study

Abstract

Purpose

The purpose of this paper is to analyze change process perceptions of public service employees and document how change readiness belief salience fluctuates and evolves throughout the implementation of a major organizational restructuring effort.

Design/methodology/approach

This research is a longitudinal multiple-case study of a major transformation initiative in a large North American public recreation organization. Over the course of 15 months, the authors conducted four rounds of personal interviews with 19 participants (65 interviews in total, each lasting 25–45 min). Additionally, the authors analyzed internal e-mail correspondence, memos, and meeting agendas, as well as external stakeholder communication. Finally, the primary researcher spent a significant amount of time collecting field notes while shadowing high-level managers and employees and attending meetings.

Findings

Overall, the authors documented a clear hierarchy of change readiness dimensions. The relative strength and temporal persistence of these dimensions can be traced back to various public organizing particularities. Moreover, the authors found that an initial focus on some readiness dimensions facilitated subsequent sensemaking processes whereas others hindered such engagement with the change project.

Research limitations/implications

This research is the first to empirically document temporal fluidity of change readiness dimensions and salience. Moreover, it offers a rare in-depth look at a changing public service organization.

Practical implications

This research helps change agents in developing tailored change messages and to better understand potential sources of frustration and resistance to change efforts.

Originality/value

No similar efforts exist to document the underlying dynamism of evolving change readiness perceptions.

Citation

Hemme, F., Bowers, M.T. and Todd, J.S. (2018), "Change readiness as fluid trajectories: a longitudinal multiple-case study", Journal of Organizational Change Management, Vol. 31 No. 5, pp. 1153-1175. https://doi.org/10.1108/JOCM-07-2017-0284