Abstract

Organizational change is vital for an organization to survive and stay competitive. A collective organizational member’s cooperation and commitment are needed in the successful implementation to provide a better service delivery to customers. Measuring organizational readiness for change at an organizational-level is more advantageous because the collective organizational members will more capable of learning new methods and tools and confident the change will success. There are five classes of antecedents that have direct effects on organizational readiness in IS adoption: attributes of change, leadership support, internal context, attributes of change target and IT support. By understanding readiness, organizational leaders may improve their ability to implement planned changes and with that the proximal outcome of organizational readiness will improve efficiencies and productivities.

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Measuring Organizational Readiness in Information Systems Adoption

Organizational change is vital for an organization to survive and stay competitive. A collective organizational member’s cooperation and commitment are needed in the successful implementation to provide a better service delivery to customers. Measuring organizational readiness for change at an organizational-level is more advantageous because the collective organizational members will more capable of learning new methods and tools and confident the change will success. There are five classes of antecedents that have direct effects on organizational readiness in IS adoption: attributes of change, leadership support, internal context, attributes of change target and IT support. By understanding readiness, organizational leaders may improve their ability to implement planned changes and with that the proximal outcome of organizational readiness will improve efficiencies and productivities.