Exploring member readiness for change in manufacturing industries using phenomenology

Abstract

PurposeThis paper aims to explore member readiness for change in manufacturing industry.Design/methodology/approachThe authors interviewed 14 upper management professionals in Northeast US state companies. Inductive analysis and creative synthesis were used for identifying important patterns, themes and relationships pertaining to external and internal factors influencing employee attitudes related to change processes.FindingsThe findings suggest relationship between process change and member readiness for change. Leadership and communication channels play a significant role in determining how members adapt and respond to organizational process changes. Companies can achieve desirable outcomes when members trust organizational leadership and perceive management as fair and transparent.Originality/valueCurrently, there is little known about the relationship between process change and member readiness for change in manufacturing industry. The study advances the theoretical literature and provides practical information for manufacturing professionals.