Perceptions of Organizational Readiness for Change: Factors Related to Employees' Reactions to the Implementation of Team-Based Selling

Abstract

Employees' perception of their organization's readiness for large-scale change was examined in two divisions of a national sales organization transitioning to work teams. Results indicated that individual attitudes and preferences, work group and job attitudes, and contextual variables were all important in understanding readiness for change. Study findings are discussed in terms of strategies for implementing the transition to team-based work and large-scale organizational initiatives. Implications for research and theory-building are also discussed.