A mediation model of change communication and collective readiness for change

Although change implementation requires attitudinal support from both individuals and collectives (i.e. groups), scholars have primarily focused on explaining readiness for change (RFC) from an individual perspective. In this article, we address this gap by explaining collective RFC. We focus on manager-official and supervisor-unofficial change communication as antecedents of collective RFC. Building on signaling theory, we propose that relationships between change communication and collective RFC are mediated by the strength of the change communication process (CP). Using hierarchical linear modeling, we tested our model with a field sample of 402 employees in 48 groups in organizations undergoing organizational changes. Contrary to our expectations, manager-official communication was not associated with collective RFC. Instead, supervisor-unofficial communication (SUC) was positively associated with collective RFC. The perceived strength of the change CP mediated the positive relationship between SUC and collective RFC. We identify implications for theory and practice regarding change communication and collective RFC.

JEL Classification: JEL M50